1.
THE TEAM-BUILDING
IMPACT ON THE ROMANIAN
ORGANIZATIONS
DYNAMICS
Ada Mirela Tomescu
University of Oradea, Faculty of Economics,
Oradea, Romania
1
21st Biennial International Congress
Tourism and Hospitality Industry
Trends in Tourism and Hospitality Management
4th of May 2012
Opatija, Croatia

2.
INTRODUCTION
 This paper is not a research
paper, but a presentation of
work experience of a
company* that operate on
Romanian labour market.
 *RoMarketing
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 Human Resources Development, Training, HR
assessment, Coaching, Team Building,
Consultancy .

3.
INTRODUCTION
 Human capital constitutes nowadays the
competitive advantage of many
companies.
 Human Resources development has
become a priority in the economical
climate permanently changing,
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4.
INTRODUCTION
 The success of a company depends
directly on the expertise and
knowledge of each own employee.
 The adaptation implies change,
therefore analyzing the successful
organizations is a must.
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5.
THE IMPORTANCE IF THE
HUMAN CAPITAL IN THE
ORGANIZATION DYNAMICS
 On the basis of the theoretical studies and of
our experience we wish to draw attention to
managers concerning key elements on the
organization dynamics such as:
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6.
THE IMPORTANCE IF THE
HUMAN CAPITAL IN THE
ORGANIZATION DYNAMICS
 stimulating of the synergy,
 team consolidation on the positive trend
through the team members strengths that can
be reached by training programs like team
building.
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7.
THE DYNAMICS OF THE ORGANIZATION &
ORGANISATIONAL DEVELOPMENT (OD)
The organizational development is:
 related to the human resources performance,
development and effectiveness.
 a dynamic change process used as a planned
mean of organization effectiveness
improvement for the solving of the problems
and accomplishing the strategic objectives.
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8.
THE DYNAMICS OF THE ORGANIZATION &
ORGANISATIONAL DEVELOPMENT (OD)
 One of the OD most used techniques is team-
building;
 TB is a technique designed to help the
members of a group to work more effective.
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9.
WHY A TEAM?
 People /emploee are the core element of
organizational dynamic.
 The multinational companies practice indicates
the fact that the team must be considered as
being the nucleus of a successful company.
 Success organizations anticipate the need of
change and answer to this by a adapted
dynamics to the environment.
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WHY A TEAM?

10.
TEAM VS. GROUP
 Elements that determine the
transformation of a group into a
team are:
 Acknowledging the common purpose;
 Assuming the roles within a planned
activity;
 The trust and the openness between
the team members;
 The desire of taking the risk within the
team, not only as individual;
 The loyalty towards the leader and
towards the team etc.
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11.
THE EFFECTIVENESS OF THE TEAM & ‘THE 7 Cs’
 Our work is based on effectiveness of the
team that depends on the existence and
development of so called ‘the 7 Cs’
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12.
THE ‘7 Cs’- THE THING THAT DISTINGUISHES
 Clarity of the objective;
 Capacity of the team members to accomplish the
objective;
 Cooperation between the members of the team;
 Co-participation ( meaning - dedication);
 Communication;
 Continuous improvement;
 Creativity.
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13.
EXPERIENTIAL LEARNING BASED ON KOLB CYCLE
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Concrete experimentation
TO TEST
Active experimentation
TO IMPROUVE
Abstract conceptualization
TO CONCLUDE
Reflexive observation
TO ANALYSE
[adapted after Mullins L.J.

14.
TEAM BUILDING
 Kolb cycle - work method, applied during the
eight stages that actually form the whole
program of team building.
 It is interesting to analyze how that kind of a
program identifies into the Romanian
organizations, and especially, which are the
short-term and medium term results.
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15.
SUCCESFUL PRACTICE INTO ROMANIAN
ORGANIZATIONS
 The first meeting with this company occurred in
1997. A group of 12 managers participated to a
team building program; the training program
had been designed by the consultants.
 At the beginning of the program we could
described participants’ attitude using the
following words: distrustful, rigid and
suspicious.
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16.
SUCCESFUL PRACTICE INTO ROMANIAN
ORGANIZATIONS
 At the end of the ‘game’ the comments were:
‘we are exhausted’, ‘we are not used to outdoor
exercise that much’, ‘we had such a good time’.
 There also have been voices that positively
appreciated the defusing of certain conflicts, or
the identification of certain communication
obstacles -and that is pretty much about it.
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17.
SUCCESFUL PRACTICE INTO ROMANIAN
ORGANIZATIONS
 If fiveteen years ago the requests for team
building programs were relatively rare.
 only 2 companies/year were asking for it, at
the present moment we have increase the
requests 15 times (over 30 firms/year), in
spite that the training and consultancy
companies number in the human resources
field has increased considerably.
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18.
CONCLUSIONS -1
 The team forming program is seen:
 as a nucleus of a successful company;
 link to team activity -benefits, improvement and
their consolidation;
 Above elements are reflected in the
organizational dynamics.
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19.
CONCLUSIONS -2
 Each teambuilding program is unique(!) just
like the organizations are unique in their own
way.
 The positive trend team consolidation must be
realized according to the team members’
strengths.
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20.
CONCLUSIONS - 3
 Over the time Romanian managers
understood and consider the fact that the
team building is not a panacea to obtain
the success but is one of the key
elements in the way construction towards
EXCELLENCY.
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21.
FINAL CONCLUSION
 Team excellency
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Changes if
necessary
Commitment
Team
dynamics
Trust

22.
THE TEAM-BUILDING IMPACT ON THE
ROMANIAN ORGANIZATIONS
DYNAMICS
Thank you for your attention!
22
The 21st Biennial International Congress
Tourism and Hospitality Industry
Trends in Tourism and Hospitality Management
4th of May 2012
Opatija, Croatia
Ada Mirela Tomescu
University of Oradea, Romania