Mgmt 1001 Everest Simulation
The Report is based on the Everest Simulations and is based on the topics of Attitudes, Perceptions and Personality, Conflicts and Teams, and Organisational Structure. The purpose of the report is to critically analyse the members of the team and the team as a whole, and recommend any improvements.
The Everest Simulation was carried out twice in 1 hour sessions by Group 53 of MGMT 1001 at UNSW. The five team members each were assigned a role, with personal goals that were to be achieved. In addition to this, there were team goals that had to be addressed.
The first simulation was not as well carried out- perhaps due to lack of research, while the second simulation went according to plan, and in correlation, the marks also increased. The report explores the various interactions within the group and within an individual during the two simulations and comes up with recommendations for future group work exercises. The report also finds that although the team was assigned a leader the team doctor possessed as much power, if not more. In addition, various team interplays and the use of a flat management structure are explored.
1.0 Introduction:
The Everest Simulation was an exercise carried out in groups of 5 individuals simulating an attempt to climb to the summit of Mount Everest as a group. In addition to this, each individual has his/her own assigned agenda and mission which he/she seeks to fulfill. The purpose of the two simulations as well as the subsequent analysis was to recognize and cope with differing attitudes and roles within a team, as well as foster communication and decision making skills. Performances in the simulations are determined by the successful completion of team goals in conjunction with individual goals, as well as everyone in the team being healthy at the completion of the climb.
Team 53 of Everest completed the first simulation in a face-to-face setting around a table while the second simulation was completed with the
The Everest Simulation was carried out twice in 1 hour sessions by Group 53 of MGMT 1001 at UNSW. The five team members each were assigned a role, with personal goals that were to be achieved. In addition to this, there were team goals that had to be addressed.
The first simulation was not as well carried out- perhaps due to lack of research, while the second simulation went according to plan, and in correlation, the marks also increased. The report explores the various interactions within the group and within an individual during the two simulations and comes up with recommendations for future group work exercises. The report also finds that although the team was assigned a leader the team doctor possessed as much power, if not more. In addition, various team interplays and the use of a flat management structure are explored.
1.0 Introduction:
The Everest Simulation was an exercise carried out in groups of 5 individuals simulating an attempt to climb to the summit of Mount Everest as a group. In addition to this, each individual has his/her own assigned agenda and mission which he/she seeks to fulfill. The purpose of the two simulations as well as the subsequent analysis was to recognize and cope with differing attitudes and roles within a team, as well as foster communication and decision making skills. Performances in the simulations are determined by the successful completion of team goals in conjunction with individual goals, as well as everyone in the team being healthy at the completion of the climb.
Team 53 of Everest completed the first simulation in a face-to-face setting around a table while the second simulation was completed with the