EXAMINATION OF THE RELATIONSHIP BETWEEN EFFECTIVE TEAM-BONDING AND INFORMATION SHARING ON OVERALL ORGANIZATION PERFORMANCE

Format: MS WORD |  Chapter: 1-5 |  Pages: 65-80 |  Price NGN3,000

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EXAMINATION OF THE RELATIONSHIP BETWEEN EFFECTIVE TEAM-BONDING AND INFORMATION SHARING ON OVERALL ORGANIZATION PERFORMANCE

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

In recent decades, the idea of success has gotten a lot of attention, and it’s now ubiquitous in nearly every aspect of human life. Performance is a subjective interpretation of truth, which describes the concept’s and its measurement instruments’ plethora of essential reflections.Productivity, quality, efficacy, economy, earning power, sustainability, and competition are all terms that are used to describe organizational results. As a result, a simple and unambiguous conception of the idea of success is becoming increasingly important.The word “performance” first appeared in the mid-nineteenth century to describe the outcomes of an athletic competition. The term originated and established a set of meanings in the twentieth century that were intended to embody the broadest meaning of what is understood by results.There is currently no performance that is not tied to specific goals. Attaining the goals equates to having the desired results. Since an organization’s goals are difficult to describe specifically and are becoming increasingly various, success is becoming increasingly difficult to define, as it is a relative metric.Everything that leads to the accomplishment of strategic goals is referred to as enterprise efficiency. Just what increases the cost-benefit pair, which adds to value, is considered success for the company. An organization is productive if it can bring economic value, or beneficial value, to its operations all causes, including bonds, are compensated.

We believe that defining, knowing, assessing, and possibly interpreting the principle of organizational success is currently a complicated, nuanced, and difficult to achieve method, both technically as a result of differing viewpoints in the academic literature and in reality due to the real, unique aspects of company organization, activity, and financing.Companies are now challenged to satisfy the beliefs, needs, and desires of society at large by their success. In the modern sense of globalization, the primary goal of every community is to ensure long-term sustainability by taking into account the emerging standards set by the criteria of sustainable development

1.2 STATEMENT OF THE PROBLEM

“Employee engagement is a primary and essential pursuit in organisations,” according to Harris and Nelson (2008).They went on to say that effective interaction among employees is critical to an organization’s long-term survival, and that communication encourages relationships.Efficient communication, according to reports, assists staff in planning activities and meeting goals. Frequently in socialization, decision-making, problem-solving, and progress management systems. This indicates that the participants of an association or organization are working together for a common goal. Most organizations are concerned with finding the most effective outlets for communication with their constituents.

Teams also face issues that limit their success and, in particular, their capacity to make decisions. Since the team does not have clear objectives or purposes, specifying precise goals is critical, as previously mentioned. Decision-making time trade-offs (team decision-making will take time away from working) Field & Swift (1996), There could be issues of “groupthink” and pressure to adapt, as well as the possibility of greater decision-making friction. It is unlikely that teams can collaborate successfully to build and realize a common goal without proper team planning and planning. There are also issues such as a lack of coordination, personal strife, and an overemphasis on give-and-take relationships.

Team bonding aims to boost community success by enhancing coordination, reducing tension, and increasing cooperation and engagement among co-workers

1.3 OBJECTIVE OF THE STUDY

1. To know if there’s a connection between effective team-bonding and information sharing on overall organizational performance.
2. Determine the most effective information sharing medium from the employee’s angle.
3. To identify information sharing and team-bonding barriers and breakdowns.

1.4 RESEARCH QUESTIONS

1. What is the relationship between effective team-bonding and information sharing on overall organizational performance ?
2. What information sharing medium is best for improving employees’ performance?
3. What are the barriers and breakdowns in the information sharing system?

1.5 SIGNIFICANCE OF THE STUDY

The findings of the study would be useful to organizations as it provides information about  their information sharing and team bonding processes, procedure, and services.and also to researchers researching on similar topic.

1.6 SCOPE OF THE STUDY

Due to resource constraints, the study was limited to the collection and analysis of data in Ajah, Lagos state.

1.7 LIMITATION OF STUDY

The researcher has identified significant constrains when conducting the study  such as  lack of material and time limitations.

1.8 DEFINITION OF TERMS

TEAM-BONDING: Team-bonding is the activity or practice of attempting to enhance the efficiency, cohesiveness, and morale of a group of people (typically in sport or the workplace), especially by exercises or events designed to enhance engagement and encourage cooperation; the result is improved team cohesion or morale.

INFORMATION SHARING: The exchanging of data between different organisations, individuals, and technology is referred to as information sharing.

ORGANIZATION: The process of recognizing and grouping work to be done, determining and delegating duty and power, and forming partnerships with the goal of allowing individuals to work together more efficiently in achieving goals is known as organization.

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