Introduction KFC come to Malaysia in 1973, the American franchise fast food since has expanding aggressively to become

the largest Fast Food chain in Malaysia. Today there are more than 640 KFC Restaurants nationwide and still counting. Great tasting chicken has become synonymous with KFC; and has been enjoyed by Malaysians ever since. In fact, KFC Malaysia has developed a distinctive Malaysian personality of its own. KFC Holdings (Malaysia) Bhd, the sole franchisee and operator of the fast food chain also ventures into other business such as chicken farm, fresh chicken retail, bakery and chilli sauce manufacturing. It is believed that the ventures will support restaurant demand as well as create opportunity for future cash flow. The franchise has been profitable and dealing in cash business, it has gone through many ownership takeovers by corporate and big conglomerates such as Khong Guan Holding, MBF, MUI, Golden Plus and Leong Hup, the current controlled shareholder is Punca lbarat Sdn Bhd. Each change, the new management will implement new strategy and policy that are different from previous, gratefully the senior executives have adopted well and deliver profit. Business grows as planned. Being one of the two markets that outperform McDonald's globally, another is KFC Thailand, KFC Malaysia has won numerous global award and enjoy prestige status as lead marketer in the eye of franchiser, Tricon Restaurant International USA. Thus there is always a pressure to be the best performer in both in marketing strategy and restaurant operations.

Team Building Team building is a philosophy of job design in which employees are viewed as members of interdependent teams instead of as individual workers. Team building refers to a wide range of activities, presented to businesses, schools, sports teams, religious or nonprofit organizations designed for improving team performance. Team building is pursued via a variety of practices, and can range from simple bonding exercises to complex simulations and multi-day team building retreats designed to develop a team (including group assessment and group-dynamic games), usually falling somewhere in between. It generally sits within the theory and practice of

organizational development, but can also be applied to sports teams, school groups, and other contexts. Team building is not to be confused with "team recreation" that consists of activities for teams that are strictly recreational. Team building can also be seen in day-to-day operations of an organization and team dynamic can be improved through successful leadership. Team building is an important factor in any environment, its focus is to specialize in bringing out the best in a team to ensure self-development, positive communication, leadership skills and the ability to work closely together as a team to problem solve. Work environments tend to focus on individuals and personal goals, with reward & recognition singling out the achievements of individual employees. Team building can also refer to the process of selecting or creating a team from scratch. Team building exercises consist of a variety of tasks designed to develop group members and their ability to work together effectively. There are many types of team building activities that range from games for kids to games and challenges that involve novel and complex tasks that are designed for improving group performance by addressing specific needs. Team building can range from simple social activities - to encourage team members to spend time together- to team development activities -designed to help individuals discover how they approach a problem, how the team works together, and discover better methods of communication. Team interaction involves "soft" interpersonal skills including communication, negotiation, leadership, and motivation - in contrast to technical skills directly involved with the job at hand. Depending on the type of team building, the novel tasks can encourage or specifically teach interpersonal team skills to increase team performance. Whether indoor or outdoor, the purpose of team building exercises is to assist teams in becoming cohesive units of individuals that can effectively work together to complete tasks. Communication exercise: This type of team building exercise is exactly what it sounds like. Communications exercises are problem solving activities that are geared towards improving communication skills. The issues teams encounter in these exercises are solved by communicating effectively with each other. The goal of this communication exercise is to create

an activity which highlights the importance of good communication in team performance or potential problems with communication. Problem-solving or decision-making exercise: Problem-solving or decision-making exercises focus specifically on groups working together to solve difficult problems or make complex decisions. These exercises are some of the most common as they appear to have the most direct link to what employers want their teams to be able to do. Goal of this exercise is to give team a problem in which the solution is not easily apparent or requires the team to come up with a creative solution. Planning or adaptability exercise: These exercises focus on aspects of planning and being adaptable to change. These are important things for teams to be able to do when they are assigned complex tasks or decisions. The goal of this exercise is to show the importance of planning before implementing a solution. Trust exercise: A trust exercise involves engaging team members in a way that will induce trust between them. They are sometimes difficult exercises to implement as there are varying degrees of trust between individuals and varying degrees of individual comfort trusting others in general. Create trust between team members is the goal of this exercise. The overall goals of team building are to increase the teams understanding of team dynamics and improve how the team works together. Unlike working as a group, working as a team incorporates group accountability rather than individual accountability and results in a collective work product. Team building encourages the team approach to working on a project. There are many advantages to this approach. These advantages include the following:

Increased flexibility in skills and abilities More productive than work groups with individual mindset More beneficial in times of organizational change Encourage both individual and team development and improvement Focuses on group goals to accomplish more beneficial tasks

In KFC, besides sending staff for external courses to continue professional development, the KFC group do team building for its staff to motivate them in knowledge and skill to help KFC build sustainable profit and maintain its competitive advantage in an increasingly demanding business environment. KFC have special team building for the staff called as Corporate Warrior. Corporate Warrior is an outdoor program that will force their staff to challenge their own thoughts, believes, ability and courage. Staffs are given a recovery mission to locate and conquer an enemy base. Participants will experience war with the Orang Asli (Natives of Malaysia), in the Rain Forest of Pahang. This adventure-based program comprises physical challenges, adrenalin rush, experience of the unknown and a shift outside the comfort zone, while still maintaining the fun, excitement and safety of the participants. It will be an experience of a lifetime of breaking boundaries, igniting the spirit of facing the enemy, challenging believes and exploring the possibilities of team camaraderie. Other than that, as a part of team building, the Kentucky Fried Chicken Holding (KFCH) Training Institute which commenced operations in 1995 also provides a platform for staff to acquire skills in the field of food service and restaurant management.

Intergroup Development A major area of concern in Organizational Development (OD) is the dysfunctional conflict that exists between groups. As a result, this has been a subject to which change efforts have been directed. Inter group development seeks to change the attitudes stereotypes and perceptions that groups have of each other. For example, in one company, the types, and the human resources department as having a bunch of ultra-liberals who are more concerned that some protected group of employees might get their feelings hurt than with the company making a profit. Such stereotypes can have an obvious negative impact on the coordination efforts between the departments.

Although there are several approaches for improving inert group relations a popular method emphasizes problems solving. In this method each groups meets independently to develop lists of its perception of itself, the other group and how it believes the other group perceives it. The groups then share their lists, after which similarities and differences are discussed Differences are clearly articulated and the groups look for the causes of the disparities. Once the causes of the difficulty have identified, the groups can move to the integration phase working to develop solutions that will improve relations between the groups. Subgroups, with members from each of the conflicting groups can now be created for further diagnosis and to beg not formulate possible alternative actions that will improve relations. Appreciative Inquiry: Most OD approaches are problems centered. They identify a problem or set of problems the look for a solution. Appreciative inquiry accentuates the positive. Rather than looking for problems to fix, this approach seeks to identify the unique qualities and special strengths of an organization which can then be built to improve performance. That is, it focuses on an organizations success rather than on its problems. Advocates of appreciative inquiry (AI) argue that problem solving approaches always ask people to look backwards at yesterdays failures to focus on shortcomings, and rarely result in new visions. Instead of creating a climate or positive change, action research and OD techniques such as survey feedback and process consultation end up placing blame and generating defensiveness. AI proponents claim it makes more sense to refine and enhance what the organization is already doing well. This allows the organizations to change by playing to its strengths and competitive advantages. The AI process essentially consists of four steps, often played out in a large group meeting over a 2 or 3 day time period, and overseen by a trained change agent. The first step is one of discovery. The idea is to find out what people think are the strengths of the organization. For instance, employees are asked to recount times they felt the organizations worked best or when they specifically felt most satisfied with their jobs. The second step is dreaming. The information from the discovery phase is used to speculate on possible futures for the organization. For instance people are asked to envision the organization in 5 years and to describe whats different. The third step is design. Based on the dream articulation participants

focus of finding a common vision of how the organization will look and agree on its unique qualities. The fourth stage seeks to define the organizations destiny. In his final step, participants discuss how the organization is going to fulfill its dream. This typically includes the writing of action plans and development of implementation strategies. KFC intergroup development consist four phases which are forming, storming, norming and performing. Phases What happens

1. Forming

In this stage, staffs are attempting to identify what are the attitudes, stereotypes and perceptions that work group have about each other.

2. Storming

Here, socio-emotional responses to task demands come to the fore, and conflicts within the group might emerge due to a number of reasons -Misunderstanding of role behavior and norms, conflicting goals, poor feedback and listening, ineffective group decision-making and problem-solving processes.

3. Norming

Here, cohesion begins to develop. Opinions are now stated more readily and are received in a less defensive manner.

4. Performing

Synergy develops via positive role-playing, and the team begins to produce solutions to the problems (such as attitudes, stereotypes or perceptions) upon which they are focusing.

Survey Feedback Besides laboratory training (sensitivity and grid), the other major thrust in the development of OD has come from survey research and feedback of data. Though some type of survey method was prevalent in various organizations earlier, Institute for Social Research (ISR) of University of Michigan, USA developed a comprehensive questionnaire for conducting survey in different aspects of an organization. The basic objectives of survey feedback are as follows: 1. To assist the organization in diagnosing its problems and developing action plan for problemsolving. 2. To assist the group members to improve the relationships through discussion of common problems.

Process of Survey Feedback Survey feedback usually proceeds with sequential activities involving data collection, feedback of information, developing action plans based on feedback, and follow up. 1. Data Collection: The first step in survey feedback is data collection usually by a consultant based on a structured questionnaire. The questionnaire may include different aspects of organizational functioning. ISR has prepared a questionnaire which includes questions on leadership and managerial support, managerial goal emphasis, managerial work facilitation, peer support, peer goal emphasis, peer work facilitation, and peer interaction facilitation, organizational climate-communication with the company, motivation, decision-making, control within the company, co-ordination between departments, and general management, and satisfaction-satisfaction with the company, satisfaction with the supervisor, satisfaction with the job, satisfaction with the pay, and satisfaction with the work group. The questionnaire is administered personally either by the members of consulting firm or by organizations personnel. After completed the questionnaires, data are classified, tabulated, and analysis is made to arrive at some meaningful conclusions.

2. Feedback of Information: After the data are analyzed, feedback is given to the persons who have participated in the fulfilling up of questionnaire. The feedback may be given either orally or in a written form. In oral system of feedback, it is provided through group discussion or problem-solving sessions conducted by the consultant. Alternatively, feedback may be given in the form of a written summary of findings. Whatever the method of giving feedback is adopted, it should be constructive and suggestive, rather, threatening and emotion-hurting as survey feedback is aimed at identifying weaknesses which must be overcome through follow-up actions and not the fault-finding technique for criticism.

3. Follow-up Action: Survey feedback programme is not meaningful unless some followup action is taken based on the data collected. One such follow-up action may be to advise the participants to develop their own action plans to overcome the problems revealed through a feedback or as is more commonly the case, follow-up action may be in the form of developing some specific OD interventions particularly process consultation and team-building, by the consultant.

Evaluation of Survey Feedback Survey feedback provides a base for many managerial actions which has been confirmed by various research studies. In particular, survey feedback contributes in the following manner: 1. It is cost-effective means of implementing a comprehensive OD programme making it a highly desirable technique. 2. It generates great amount of information efficiently and quickly which can be used in solving problems faced by the organization and its members. 3. Decision-making and problem-solving abilities of organization can be improved tremendously because this approach applies the competence and knowledge throughout the organization and the problems faced by it.

However, effectiveness of survey feedback depends on two factors. First, questionnaire used and method adopted for its administration should be reliable and valid. If it is biased, all attempts to diagnose the problems will be abortive and futile. Second, even if valid and reliable information is collected, it is of no use unless follow-up action is taken based on the information. A survey feedback is not a technique in itself for change; it provides base for action for change.