Implementation Of Corporate Team Building For Senior Leaders

Implementation Of Corporate Team Building For Senior Leadershipprepare

Implementation of Corporate Team Building for Senior Leadership Prepared for Ryan C. Scott Vice President of Operations Solution Technologies Prepared by Thomas J. Mlack Senior Safety Manager Solution Technologies April 21, 2018 Table of Contents Executive Summary 3 Introduction 4 Attendance 4 Variety 4 Two-Teams 4 Report Organization 4 Discussion 5 Importance of Team Building 5 Buying In 5 Work Plan 5 Costs 6 Conclusion 6 References 8 Executive Summary Although Solution Technologies has encouraged it’s employees to attend quarterly scheduled team-building training, senior level leadership has remained exempt from participating. This company has seen great success with the quarterly planned events and the employees really seem to enjoy the team building experience.

The incorporation of senior staff into these functions will not only help unify this great company but give additional “buy-in” to attending the events. A company that operates 24-hour a day, 364 days a year, often will not stop production and take time off to conduct team building training. With the exception of senior staff, Solution Technologies makes time for its employees to attend regularly scheduled events. Regimented schedules and priorities of work have been the most common reasons senior leadership has not participated in team building. The senior leadership encourages employees to attend but with making themselves exempt, giving the wrong impression the quarterly training is not truly important.

Dividing the senior leadership into two separate groups will facilitate training attendance by all staff, regardless of position. One half could attend 1st and 3rd quarter training while the second half of the senior leadership could attend 2nd and 4th quarter training. This would facilitate the attendance of senior leadership throughout the year without disrupting staff schedules and work priorities at the highest level. The attendance of senior staff to quarterly training will promote the importance of team building events within the company. Participation of senior leadership encourages participation.

A variation of quarterly events and the promotion of team building should be considered while minimizing of work disruption will be the priority of this four step plan: 1. Operations manager will divide senior leadership into two separate groups based on duty positions and work schedule. 2. Schedule team building events on weekday afternoons to minimize disruptions to day to day operations. 3. Diversify team building event ideas and plans. 4. Promote corporate team building at all levels at Solution Technologies.

Paper For Above instruction

Effective corporate team building is a crucial component for organizational success, especially within large and rapidly growing companies like Solution Technologies. The persistent challenge has been engaging senior leadership in these initiatives, which are predominantly attended by lower and mid-level staff. This paper explores the importance of including senior leaders in team building activities, proposes a strategic plan to enhance participation, and discusses the potential benefits of such an approach.

Within any organization, team cohesion and effective communication are vital for operational efficiency and a positive workplace culture. According to D’ewes (2016), team building enhances trust, reduces conflicts, and fosters collaboration, all of which are essential for a cohesive working environment. For Solution Technologies, whose growth has exceeded 500 personnel, cultivating this cohesion starts from the top. Senior leadership’s participation signals organizational commitment and emphasizes the importance of teamwork, which can trickle down through all levels of the company.

However, current barriers prevent senior executives from actively participating in quarterly team-building exercises. These include demanding schedules, conflicting priorities, and a perception that such activities are subordinate to immediate operational goals. The absence of leadership involvement diminishes the perceived value of these events among employees, undermining their effectiveness. Moreover, consistency in activity type and venue, often conducted on company grounds, has led to decreasing enthusiasm and participation (Thornley-Brown, 2011).

To address these challenges, a strategic plan focusing on dividing senior leadership into two groups is proposed. This division will ensure that each subset can attend two quarterly events annually without disrupting operations significantly. This plan involves: selecting the teams based on their operational roles and schedules, scheduling events on weekday afternoons to minimize productivity impact, diversifying activities and venues to increase engagement, and actively promoting participation at all organizational levels. Such a plan is designed to foster inclusiveness, demonstrate top-level commitment, and refresh the corporate culture.

Implementing this plan requires a comprehensive work plan. The first step involves establishing a list of indoor and outdoor venues, themed activities, and flexible event formats aligned with specific organizational goals. The second step emphasizes negotiating group discounts to manage costs effectively, ensuring that the event does not overrun the existing $10,000 quarterly budget. Third, the operations manager will organize the division of senior leadership teams, ensuring representation across departments while maintaining operational continuity. The fourth step focuses on ongoing promotion and communication efforts to assure staff that these events are valued and beneficial.

Financial considerations are crucial for the success of this initiative. The current budget allocation is approximately $10,000 per quarter, which must cover venue costs, activities, and minimal catering. Diversifying venues outside the company premises, such as local race tracks or theme parks, can enhance the experiential nature of these events but will increase costs. Negotiation for group rates, potlucks, or employee-funded activities can mitigate expenses. An estimated additional expenditure of $3,000 per quarter is anticipated, primarily for venue and activity fees. These strategic investments are justified by the anticipated improvements in employee morale, interdepartmental communication, and leadership engagement.

The expected benefits of increased senior leadership participation include setting an example for all employees, reinforcing the importance of teamwork, and fostering a culture of collaboration. Employees are more likely to participate when they observe their leaders actively engaged in team-building initiatives, which can improve trust, morale, and overall productivity (Scudamore, 2016). Additionally, varied venues and themed activities can invigorate interest and participation, breaking the monotony associated with recurring events.

In conclusion, the proposed strategy to involve senior leadership through dividing into two groups, diversifying venues and activities, and proactively promoting participation aligns with organizational goals of cohesion and growth. It offers a pragmatic solution that respects operational priorities while emphasizing the importance of team building at all levels. By implementing these steps, Solution Technologies will enhance its corporate culture, demonstrate leadership commitment, and foster stronger inter-employee relationships, ultimately contributing to sustained organizational success.

References

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• D’ewes, D. (2016). Team-building for success. Business Today, 1-3.
• Scudamore, B. (2016). Entrepreneurs. Forbes.com.
• Thornley-Brown, A. (2011). Corporate team building primer. The Enterprise, 10-14.
• Valentina, E., & Kokurin, A. (2015). Students’ attitudes towards different team building methods. Social and Behavioral Sciences, 186.
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