Introduction The Everest group simulation was an online simulation which encouraged five students to play a unique and vital role on a team of hikers. The main goal is to reach the summit of Mount Everest. The simulation stimulates practical application of concepts and theories managerial decisions‚ especially in the form of groups. The purpose of this report is to reflect on the experiences encountered in the team during the simulation and identify relation of our experience and management
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Everest Report Table of Contents: Title Page…………………………………………………………………………………………….1. Executive Summary…………………………………………………………………………………2. Introduction……………………………………………………………………………………………3. Preparation of Everest simulation………………………………………………………………….3 Critical Analysis of Attitudes / groups and teams of Everest simulation 1 and 2 Group Experience and result……………………………………………………………………….. Individual experience and result……………………………………………………………………
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Working with a team‚ working for a team and working as a team are very different concepts. This distinction is the biggest lesson I learned from the simulation. A team may refer to a group of people but each member has a specific role to play. The idea of parts joining together to form a whole are analogous to the individual personalities‚ strengths and weaknesses each one brings to complete the team. In our group‚ the leader blended in with the roles of the other members. She would have been more
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explain how I utilized my skills to contribute to the teams’ common goals. The correct use of my and every other member’s skills was crucial to succeed in the Everest Simulation. In a team of five people‚ I was the Team Physician. The challenge was to align different private and group goals and maximize total outcome. Consequentially‚ the Simulation proved to be a steady trade-off between personal goals and group objectives. 1. What lessons did you learn about how to build‚ participate in‚ and lead
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MGMT1001 Everest Simulation Report Managing People and Organisations Executive Summary: This report discusses the Everest simulation in relation to important management concepts. Particularly the report explores the role of leadership‚ communication and team work in task success‚ where success is defined in terms of task accomplishment‚ team member satisfaction and dispute resolution. Moreover‚ the requirement to eliminate communication barriers through changing mediums‚ cohesive and coherent
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I volunteered to be an observer for the Everest Simulation‚ and I learned a lot by observing participants interact with one another. As I walked around each group‚ I quickly realized that I wasn’t going to learn as much about the simulation by observing each group; I had to focus on one team and observe their work. As a result‚ I watched one team and learned many important management skills‚ such as leadership‚ planning and controlling‚ setting team and individual goals‚ and communication. The
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I think that there are a few important lessons that can be learned from the Everest simulation. The first is that it is important for all group members to be able to speak up‚ no matter what their rank is‚ and the second is the importance of good leadership. Our group did not communicate as much as we could have‚ and we did not express our personal goals to each other. Being the photographer‚ my goal was to stay at camp 1 and 2 for two nights each. However‚ my team wanted to push on‚ so instead
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“What factors contributed to your team’s performance‚ cohesion‚ and learning?” Summary The Everest Simulation is designed with the key factors relating to teamwork in mind. Things like effective communication; specific information sharing‚ process orientation and conflict management play a major role in determining the success of a team. Our team consisted of Ellena Berg who was the Team Leader‚ Gary Leduc the team’s Physician‚ AiPing Lee the Environmentalist‚ Ushita Shah the professional Photographer
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This report provides an in-depth analysis of the two Everest Simulations conducted by Group 10 of MGMT1001 Thursday Tutorial. This task required students to form teams consisting of five to six members whose goals were to summit Mount Everest. While it provided us with a rich experience in team dynamics and collaboration‚ it also enabled us to explore key managerial concepts taught in the course‚ consisting of: • Communication • Groups and Teams • Leadership In this report‚ we examine the effectiveness
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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
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