CHAPTER ONE

1.0. INTRODUCTIONThis chapter forms the basis of this study as it covers the background to the study, statement of the problem or the gap thatis meant to be filled by the Study, Research Objectives, Questions, Significance of the Study and Conceptual  framework.1.1. Background to the StudyTable banking refers to a wide range of activities, usually in a business context, for promoting team performance. It 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. Table banking is an important factor in any environment; its focus is to specialize in bringing out the best in a team to ensure self development, recreation and financial stability in a group.Work environments tend to focus on individuals and personal goals, with reward & recognition singling out the achievements ofindividual employees. "How to create effective table banking financial institution is a big challenge. Table banking refers toa wide range of activities, usually in a business context, for promoting team performance. Team building is pursued via a variety of practices, and can range from simple bonding exercisesto complex simulations and multi-day team building retreats designed to develop a team (including group assessment and group-dynamic recreation), 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 thatare strictly recreational. Teambuilding is an important factor inany 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.

1.2 Statement of the problemTable banking is useful. Some exercises are designed for smaller teams, some for larger teams. Some are designed for new teams, others to focus on specific areas of an established team to be worked on. In addition to this, team building exercises also are for different age groups. In addition to this, some team buildingexercises are intended primarily for a specific age group. It is possible that some team building activities designed for younger teams being misused with more mature groups has contributed to the negative1.3 Purpose of the study The Purpose of the study was to find out the role of table banking in promoting of small scale business.1.3.1 Objectives of the study The specific objectives of the study was to find out the role of table banking in promoting small scale business  The objectives of this include:i.To find out how table banking improves small scale business at KWFT ii.To establish the role of table banking in promoting organizational performance at KWFT iii.To investigate the various challenges facing KWFT in table banking in promoting small scale business.1.4 Research QuestionsThe Research Questions Were:

i.How does table banking improves small scale business at KWFT?ii. What are the roles of table banking in promoting organizational performance at KWFT?iii.What are the challenges facing KWFT when implementing table banking in promoting small scale business at KWFT? iv.What are the factors that contribute to team cohesiveness at KWFT?

1.5 Significance of the Studyi.The information provided will be vital for their training needs

and it will also give them more understanding of the role of table banking in promoting small scale business.ii.It will provide useful information to young scholars and sources of knowledge for other researchers / Academic scholar whomay wish to venture into similar field research.iii.The findings of this research will be significant to KWFT andother local authorities since it will promote and strengthen table banking in the organization. iv.It will help the researcher pass exams and be awarded a Diploma in Banking and finance1.6 Limitations of StudyIn conducting this research, a number of limitations were encountered by the researcher and could have Roles on the interpretation and use of the final findings.Unwillingness of some respondents to give information.  Most of the Employees were not allowed by the KWFT Management to concentrate or to administer the questionnaire. This forced the researcher to administer the questions in person.Confidentiality of some of the information. This made the researcher to take more time convincing the KWFT and the employees on the main objective and purpose of the study.Some respondents were not willing to give information on the roleof table banking in promoting small scale business since the employees feared the organizational policies remain secret. Lack of adequate funds. The researcher had a hard time since the research needed some fund to complete the whole research and it was some how difficultto raise all the amount needed all at once

1.7 Scope of the Study

The study was undertaken at KWFT. The study targeted 50 KWFT employees. The researcher employed a sample size of 50 KWFT employees. Questionnaires were the instrument of data collection.

1.8 Conceptual FrameworkQualities of team members Independent

Variable                                                                                Dependent Variable     

1.9 Definition of terminologiesThe following terminologies were used in the research and it has the following meanings

Small scale business:

Researcher:

Micro financial institution:

Table banking:

CHAPTER TWO2.0 LITERATURE REVIEW2.1 INTRODUCTION2.2.1 Table bankingAccording to Martin , (2001) Table banking refers to techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal—i.e. a team. Several well-known approaches to table banking have come out of academic work. While the activities of table banking are not new, many of the tools used by team managers are; the more Organizational Development-oriented practitioners often use interview-based analysis and provide reportage and insights that team leaders andtheir management may use to adapt team practices for higher performance. Teams can also be developed through team building activities which can also be used simply to build relationships where team members lack cohesion due to organizational structure or physical distance. Project managers may approach table bankingwith a focus on structure, communications and standardized practices. (Martin, 2001)According to Ream (2008) with the growing need to integrate the efforts of teams composed of members from different companies andgeographies, organizations are increasingly turning to a new class of Internet software for table banking. These tools combineplanning and collaboration with features that provides a structure for team relationships and behaviors. In addition, there are tools that facilitate the forming of highly productive

teams through analysis of personality and skills profiles.

Teamwork Roles in Table BankingTeamwork is work performed by a team. The quality of teamwork maybe measured by analyzing the effectiveness of the collaboration in the following ways.CommunicationCoordinationBalance of contributionsMutual supportEffortCohesionAccounting techniques may be used to provide financial measures of the benefits of teamwork which are useful for justifying the concept in a business setting. In healthcare, teamwork has been defined as:"a dynamic process involving two or more healthcare professionals with complementarybackgrounds and skills, sharing common health goals and exercising concerted physical and mental effort in assessing, planning, or evaluating patient care." Teamwork is increasingly advocated by healthcare policy makers asa means of assuring quality and safety in the delivery of services.

2.2.2 Team work and team building essentialsAccording to Boone, (2005) Team building skills are critical for your effectiveness as a manager or entrepreneur. And even if you are not in a management or leadership role yet, better understanding of team work can make you a more effective employeeand give you an extra edge in your corporate office. A team building success is when your team can accomplish something much bigger and work more effectively than a group of the same individuals working on their own. You have a strong synergy of individual contributions. But there are two critical factors in building a high performance team. According to Amason, (1996) the first factor in team effectiveness is the diversity of skills and personalities. When

people use their strengths in full, but can compensate for each other's weaknesses. When different personality types balance and complement each other. The other critical element of team work success is that all the team efforts are directed towards the same clear goals, the team goals. This relies heavily on good communication in the team and the harmony in member relationships. In real life, team work success rarely happens by itself, withoutfocused team building efforts and activities. There is simply toomuch space for problems. For example, different personalities, instead of complementing and balancing each other, may build up conflicts. Or even worse, some people with similar personalities may start fighting for authority and dominance in certain areas of expertise. Even if the team goals are clear and accepted by everyone, there may be no team commitment to the group goals or no consensus on the means of achieving those goals: individuals in the team just follow their personal opinions and move in conflicting directions. There may be a lack of trust and opennessthat blocks the critical communication and leads to loss of coordination in the individual efforts. This is why every team needs a good leader who is able to deal with all such team work issues. According to Boeker, (1997) when managing teams, make sure there are no blocked lines of communications and you and your people are kept fully informed. Even when your team is spread over different locations, you can still maintain effective team communication. Virtual teams: Benefits and challenges Virtual teams as a great way to bring together people who are not sharingthe same office. Team building is one of the main strategies employed by KWFT to bring together different people with common goal, finance them and give them opportunities of coming up with small businesses that will help in the self economic growth and country’s economic growth

2.2.6 Significance for Team Building in table bankingAccording to McDougall, (2004) Reasons for Team Building includei.Promoting communication

ii.Making the workplace more enjoyableiii.Motivating a teamiv.Getting to know each otherv.Getting everyone "onto the same page", including goal settingvi.Teaching the team self-regulation strategiesvii.Helping participants to learn more about themselves (strengths and weaknesses)viii.Identifying and utilizing the strengths of team membersix.Promoting team productivityx.Practicing effective collaboration with team members2.3 Critical Review According to Simpson and Shapiro (1987) 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. Team building generally sits within the theory and practice of organizational development. The related field of table banking refers to techniques, processes and tools for organizing and coordinating a team towards a common goal - as well as the inhibitors to teamwork and ways to remove, mitigate or overcome them. Several well-known approaches to table banking have come out of academic work. The forming-storming-norming-performing model posits four stages of new team development to reach high performance. Some team activities are designed to speed up (or improve) this process in the safe team development environment. Belbin Team Types can be assessed to gain insight into an individual's natural behavioral tendencies in a team context, andcan be used to create and develop better functioning teams. He however did not give an elaborate scope on the Roles of table banking of organizational performance.It is important to define downsizing in order to study its impacton performance. Freeman and Cameron (1993) stress the need for definitional clarity in downsizing research. They argue that downsizing should not be confused with organizational decline, non adaptation or growth in reverse. There is also confusion in the literature on the terms down scoping and downsizing. Down scoping involves reducing the portfolio of businesses, usually

through divestitures, while downsizing refers to employee reduction. Down scoping may or may not involve down scoping i.e.,employee reduction. Similarly, downsizing may or may not involve down scoping. Here, we are interested in the downsizing constructas a strategy that is purposefully undertaken to improve organizations' efficiency and/or effectiveness. Cascio (1993) has defined downsizing as "the planned eliminationof positions or jobs" define downsizing as a systematic reductionof a workforce. In this study, downsizing has been defined as employee reduction consistent with prior researchers. Managers should implement SMWTs with procedural and distributive justice. Also, managers should address concerns regarding trust, and accountability. They should provide clarity regarding who is responsible for what and how the employees’ careers and opportunities for development will be affected. Managers should work to encourage employees having a positive organizational outlook. He however did not give an elaborated scope on the Rolesof table banking in effective organizational performance.

CHAPTER THREE3.0 RESEARCH DESIGN AND METHOLOGY3.1 INTRODUCTIONThis chapter consists of the methodology and procedure that was used to acquire and analyze data. The key issues that entered into this chapter are the research design, target population, data collection instruments, data collection procedures, validityand reliability of the research instruments and data collection procedure and finally data Analysis.

3.2Research design The researcher adopted a case study design. A Case study is descriptive survey individual, the phenomenon or institution. Theprimary purpose of case study was to determine the Roles of tablebanking on organization selected a case study since it studies anin- depth of a single entity in or to get insight into larger cases. It also describes and explains father than to predict.(Mugenda and Mugenda 2003)

3.2 Target Population The researcher targeted a population of 50 KWFT employees as shown in Table 3.1

Table 3.1 Target Population Strata Target populationFinance department15Purchasing and supplies 6Human Resource Department 6Loan department10Public Relations  department12Total50

Source (KWFT) 2013)3.4 Sample Size and Sampling TechniqueFrom a target population of 200 KWFT employees, the researcher selected a size of 50 employees. The researcher used stratified random sampling technique to select sample size. Stratified random sampling technique involvesidentifying subgroups in the population and the proportions are selected from each advantage of stratified sampling technique is that it ensures equitable representation of the population. The researcher took 30% which according to Mugenda and Mugenda (2003)

cited as being adequate sample percentage.

Table 3.2 Sample SizeStrata Target populationProcedureSample SizePurchasing and supplies 2424 x 0.36Finance department4949 x 0.315Human Resource Department 2424 x 0.3 12Loan department2626x0.310Public Relations  department2412 x 0.312Total200

50

Source (Author   2013)3.5 Data Collection Procedure Questionnaires were used by the researcher as the instrument of data collection. The researcher personally administered the

questionnaires to the employees. The Researcher undertook a priorvisit to familiarize the study environment informing the relevantauthorities including company. A set of questions will be formulated and administered to the respondents. Open and closed – ended questions was used because it helps in eliciting views from the respondent. Data collection process was administered prior visit that assisted in timing of the questionnaires. The researcher agreed with the respondents when the researcher collected research instruments since they specified the date of collecting the questionnaires.

 3.6 Reliability and Validity of Research InstrumentsAccording to Mugenda and Mugenda (1999) Validity is the accuracy and         meaningfulness of inference. This is based on the research results it is also the degree to which results obtained from the analysis of the data actually represents the phenomenon under study. The researcher discussed the research instruments with the supervisor; the advice they gave will contribute the researcher instrument to be valid. Secondly, the researched will conduct piloting study to familiarize her self to the environmentand the degree to which research instruments yields consented results or data after repeated trials. In testing reliability, errors are the deviation from true measurements Due to the fact has not been effectively addressed by the researcher. The researcher understood into account the se weakness and tried to Minimize by recording her own conclusion. Secondary, the instrument was pre-tested to help have the same results every time. Was considered to be reliability of Questionnaires pre-testing method were subjected on the respondent that was not partof the consistency of determine the consistency of results.

3.7 Data Analysis  Data analyzed was collect and analyzed qualitatively. The researcher collected and analyzed data by use of descriptive statistical method and findings that were presented in the form of frequency distribution tables.

CHAPTER FOUR

  4.0 DATA PRESENTATION, ANALYSIS AND DISCUSION

 4.1 INTRODUCTION The data was presented based on the research objectives that guided the study. This chapter covered the presentation, analysisand discussion of data obtained from questionnaires on the role of table banking in promoting small scale business.

4.2 Presentation of Data on Background Information of the Respondent 4.2.1 Gender of Respondent In studies that deal with demography issue on gender become of quite interest. Most educational research rarely neglects gender as they have been used to reveal information that may have left gaps.

Table 4.1 Gender of the RespondentsGender Frequency PercentageMale2237 Female3863Total60100

Table 4.1 above reveals that majority 63 % of KWFT employees are female respondents and the minority 37% of the KWFT employees are

male respondents. This therefore implies that there is gender inequality in providing employment opportunities in KWFT since there are more female employees than male respondents. 

4.2.2 Age level of the RespondentThe researcher found it necessary to find out the age of the KWFTemployees so as to determine the role of table banking in promoting small scale business as shown in table 4.2 and its age effect on small scale business. The researcher wanted to know theage bracket that do small enterprise business.

Table 4.2 Age level of the RespondentAgeFrequencyPercentage20 -30 years91531 – 40 years345741 – 501423 51 and above years35Total 60100

Table 4.2 above revealed that majority of the KWFT employees 57% are aged between 31 – 40 years. The minority of the respondents 23% are aged between 41- 50 years. This therefore shows that the employees are mature and are aware on the role played by table banking in promoting small scale business in KWFT.

4.2.3Educational level of Respondents The researcher found it paramount to establish the educational level acquired by the KWFT employees so as to know if they are aware of  the role of table banking in promoting small scale business as shown in table  4.3

 Table 4.3 Educational level of the respondentsEducational level FrequencyPercentageCertificate level23Diploma level1017Degree level3050other1830Total60100

 The table above revealed that majority 50% of the KWFT employeesis university graduates and thus they are aware on the role of table banking in promoting small scale business. The minority 17%

of the KWFT employees are university graduates. these employees are thus aware on the role of the table banking in promoting small scale business since they have acquired skills and knowledge in class .

  4.2.4 Working Experience of the Respondents The researcher found it necessary to establish the highest levelof education acquired by the KWFT employees as shown in table 4.4

 Table 4.4 Working experience of the employeesYears  FrequencyPercentage0- 5 years 15255- 10years386310- 15years3515 and Above years47Total60100

 Table 4.4 revealed that majority 63% of the KWFT employees have worked for a period of 5 – 10years as their highest working

experience. The minority 25% of the KWFT employees have worked for a period of 0 -5 years. The findings also revealed that majority 7% of the KWFT employees have worked for 15 and above years and 5% for 10 – 15 years. This therefore implies that the KWFT employees have worked for a very long period of time in the institution and therefore they have acquired adequate skills and experience regarding the role of table banking in promoting smallscale business.

4. 3 How table banking improves small scale business in KWFT The researcher Found it necessary to establish how table banking improves small scale business in KWFT as shown in table 4.5

Table 4.5 How Table banking Improves Small scale business in KWFT(KWFT)

Response        SA      A   SD     D

  Freq%Freq%Lending to small scale business366014

234747Period of loan lending447310172311Loan repayment period315222372323Guarantor/ collateral355815253523Job creation3660213523

23Key:SA: strongly agreeA: agreeSD: strongly disagreeD: disagree

Table 4.5: Above revealed that majority  of the respondents 60% strongly Agree,23% Agree and 7% strongly Disagree and Disagree onpromoting communication as how table banking improves small scalebusiness in KWFT (KWFT) .The findings of the study also revealed that 73% of the KWFT (KWFT)  employees acknowledged the fact thatthey strongly Agree on making  workplace more enjoyable as how table banking improves small scale business of the respondents 17% Agree, 3% strongly Disagree and 1% Disagree on making workplace more enjoyable as how table banking improves small scale business. The findings of the study revealed that 58% strongly agree on teaching the team self regulation strategies, 60% strongly Agree on practicing effective collaboration 4.3.1 Issues Considered to Affect / Influence Performance of Table banking in KWFT

The researcher found it paramount to establish the Issues considered affecting influencing performance of table banking in KWFT as shown in table 4.6

Table 4.6 1 Issues Considered to Affect / Influence Performance of Table banking in KWFT Issues        SA      A   SD     D

  Freq%Freq%

The degree and nature of small scale business406618301212Loan repayment  345722362312Terms of loan335520343523The overall benefit of loan386320331200

Table 4.6 above revealed that majority 66% of the respondents strongly Agree on the issues considered to effect / influence

performance of table banking at KWFT is the degree ands nature ofthe business.

4.5Challenges Facing KWFT (KWFT) when  Implementing Table bankingin Promoting Small scale business The researcher sought it paramount to establish the challenges facing KWFT (KWFT) when implementing table banking in promoting small scale business as shown in table 4.9.

Table 4.9 Challenges Facing KWFT when Implementing Table banking in promoting Small scale business

ChallengesFrequencyPercentageLack of top – level management support2033Tribalism & nepotism1017Corruption58Political interference58Lack of trust among team members10

17Lack of cooperation1017Total 60100

Table 4.10 above revealed that majority 33% of the employees acknowledge the fact that lack of top – level management support as the challenges facing KWFT when implementing table banking in promoting small scale business.

CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction The chapter summarizes the research findings, draws conclusions and makes recommendations. The chapter further suggests possible areas for further research.

5.2 Summary of Findings5.2.1 Demographic Data of the Respondents GenderThe findings of the study revealed that that majority 63 % of KWFT employees is male respondents and the minorities 37% of the KWFT are female respondents. This therefore implies that there isgender inequality in providing employment opportunities.  Age The findings of the study revealed that majority of respondents

57% are aged between 31 – 40 years. The minority of the respondents 23% are aged between 41- 50 years. 15% of the respondents are aged between 20 – 30 years and 5% are aged between 51 and above years.Educational level of the RespondentsThe researchers found out that majority 50% of the KWFT employeesare university graduates. The minority 30% of the KWFT employees are college level of education. Working Experience of the Respondents The findings of the study revealed that majority 63% of the KWFTemployees have acquired a working experience of 5 – 10 years. Theminority 25% of the KWFT employees have worked for a period of 0 -5 years. The minority 7% of the KWFT employees have worked for 15 and above years. The minority 5% have worked for 10 – 15 yearsin KWFT

5.2.2 How Table banking Improves Small scale business in KWFT The findings of the study revealed that majority 73% of the KWFT employees strongly Agree that table banking improve the status ofsmall scale business. 23% Agree, 4% Disagree and 3% are not sure on improve communication is how team management improves small scale business. The findings of the study also revealed that 52% of the employees strongly Agree on  members get to know each  other and  the minority 37% Agree, 3% strongly Disagree and 5%  are not  sure  on members get to know each other is  how  team  management  improves  small scale business. The majority 58% of the KWFT employees Strongly Agree on teaching  the  team  self  regulation strategies  and 60 % Strongly Agree on  practicing effective  collaboration  with  team  members as  how  table banking management, improves small scale business and their status generally even their way of living KWFT. The findings of the study revealed that majority 66% strongly Agree on degree andnature of motivation as the issue considered to affect influence performance of table banking at KWFT. The  minority of the  employees 30% strongly Agree, 2% strongly Disagree and Disagree on the degree and nature  of  motivation and  the degree of nature of the business issue  considered to affect influence  performance of  team  management  at  KWFT. The  majority 55% of 

the respondents  Strongly  Agree on  terms  of  employment and  62% Strongly Agree on  leadership style as the issues considered to affect  influence  performance of team  management at KWFT. 63% of   the  respondents strongly Agree on  the  overall  benefit to   employee as the   issue  considered to  affect influence performance  of  table banking at KWFT.

5.2.4 Challenges Facing KWFT when implementing Table banking in Promoting Small scale business The findings of the study revealed that majority 33% of the employees acknowledge the fact that lack of top – level management support as the challenges facing KWFT when implementing table banking in promoting small scale business. The minority 17% of the respondents cited:-tribalism & nepotismlack of trust among team memberslack of cooperationThese are some of the challenges facing KWFT when implementing table banking in promoting small scale business. The minority 8% of the employee cited:-CorruptionPolitical interference;These are some of the challenges that face KWFT when implementingtable banking in promoting management and promoting small scale business. 

5.3 ConclusionFrom the findings of the study, shows that table banking improvessmall scale business by Promoting communication process among membersImproving living standardsHelps in the growth of the country’s economyKWFT has made the accessibility of funds to small scale business easyTeaching the team members self – regulation   strategies and   identifying & utilizing the strength of team members.

The study   also concluded  that the  issues considered to affect  / influence   performance  of    team  management  is

the  degree   and  nature  of   business,  the terms of loan and loan repayment to small scale business people.

The study concluded the Roles of table banking in promoting organizational performance is high employee motivation, better inter – employee cohesiveness and increase team productivity. Therole  of  team  management  at KWFT is  taking part in  planning and  being involved in  coordination  of  activities. The  team  members qualities put in  place  in KWFT when promoting  work  performance  is  Agreeableness, trust, openness and  cooperation.

The study also concluded that lack of top – level management support, lack of cooperation. Lack  of trust among  team  membersand   tribalism  &  Nepotism is   the major  challenge facing  KWFT when  implementing  table banking  in  promoting small scalebusiness.

5.4 Recommendations for the Study Based on the findings of the study, it is recommended that:-

i)The KWFT should provide training program to its staffs to enlighten them on the role of table banking to promoting small scale business, also teach members of the  public on importance of table bankingii)The KWFT should ensure the management trends that would enablethem deliver quality service to its customersiii)The KWFT should look for a way of  curbing  corruption and  nepotism  which  is  a major  challenge influencing the role  of team  management  in  promoting  small scale business. iv)The KWFT should ensure there is total customer satisfaction soas to improve production.v)The KWFT should  benchmark its  operations  to that of  their  other counterparts so as  to know  their  strengths & weaknesses in order to improve work  performance and productivity.

Appendix iREFERENCESAmason, A.C. (1996), The Role of Table banking. London; Prentice

Hall Publishers

Boeker, W. (1997), Strategic change the influence of managerial characteristics and                               Organizational growth, New York; Academy of Management Journal.

Boone, C., Van O.W., and Witteloostuijn, A. (2005), Team Focus-of-Control                               Composition, a business simulation study, London;                                Academy of Management Journal Publishers.

Bourgeois, L.J., and Eisenhardt, K.M. (1988), Strategic decision processes in high-                                         Velocity environments New York ; Press Free Publishers

Bunderson, J.S., Sutcliffe, K.M. (2002), comparing alternative conceptualizations of                                          Functional diversity in management teams London; Academy                                          of Management Journal publishers .

Carpenter, M.A. (2002), Table banking Qualities, London; MC- GrawHill                                        Publishers 

Carpenter, M.A., Geletkanycz, M.A., and Sanders, W.G. (2004), Importance of Team                                 Management, London ; Journal of Management Publishers  

Carson, C.M., Mosley, D.C., and Boyar, S.L. (2004), Performance gains through diverse                                                      Top management teams. New York; Press Free Publishers

Casio, L. (1993) Table banking. United ‘states of America; OxfordUniversity                                           Publishers  Costa, P.T., and McCrae, R.R. (1992), Revised NEO Personality Inventory Manual,                                                     PsychologicalAssessment Resources, Odessa.

Daft, R.L., Lengel, R.H. (1984), Information richness a new approach to managerial                                  behavior and organization design. London; Mc Graw Hill Publishers 

Daft, R.L. and  Weick, K.E. (1984), Toward a model of organizations as                                                   interpretation systems.  New York…..; Academy of                                                 Management Review.

Daniels, K., Johnson, G., De Chernatony, L. (2002), Task and institutional influences on                                              managers' mental modelsof competition. New York ; Press                                                   Free Publishers Ezzamel, H W. (1998),  Accounting for teamwork .London ; PrenticeHall Publishers  Kohn L, Corrigan J, and Donaldson M (2000) To Err Is Human Building a Safer Health                                                System. Washington;  National Academy PressLiebeskind, B. (1993) Challenges Facing Table banking in Organization. London; Mc Graw Hill Publishers Martin H. & Hans G.  (2001), Teamwork Quality and the Success of Innovative Projects.                                             " Appendix iiQUESTIONNAIREFOR OF KWFT EMPLOYEES

 Dear respondent The questionnaire is issued solely for academic purpose the information advanced will be treated    with ultimate   confidentiality.

PART A: BACKGROUND INFORMATION1.Gender of the respondents [ please tick ] (a)Male(b)Female2.What is your marital status?           a)  Single                     b) Married    3   Age brackets of the Respondents [please tick](a)20-30(b)31-40(c)41-50(d)51 and above.4   Educational level of the employees [please tick](a)primary(b)secondary(c)college (d)university

5. How long have you been in this business? (Please tick) (a)0 – 5 years.(b)5-10 years(c)10-15 years(d)15 and above years.

 SECTION B SPECIFIC    QUESTIONS(In question 6-11, tick (√) in the boxes as appropriate)6. How does table banking improves small scale business?

a) Improve communicationb) Making workplace more enjoyablec) Members get to know each other well.d) Teaching the team self regulation strategiese) Practicing effective collaboration with team membersf) Identifying & utilizing the strength of table banking

7. The following issue are considered to affect / influence performance of table banking at KWFT (Please Tick One)

       SA      A   SD     DNS

The degree and nature of business

The Amount of loan

Terms of repayment

Accessibility of loan

 8.What are the Roles of table banking in promoting organizational performance ?a)Better inter employee cohesiveness b)High employee c)Increase team productivity

THANK YOU FOR YOUR COOPERATION