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Mgmt Everest

In: Business and Management

Submitted By wooly94
Words 2073
Pages 9
8MGMT1001
MGMT1001
08
Fall
08
Fall

Nicholas Woolbank

Nicholas Woolbank

Introduction Following the designated ‘Management 1001’ course requirements, and the assignment of members to groups, each group undertook the Everest Simulation – a teamwork and leadership challenge requiring groups to ascent a virtual Mount Everest. Drawing upon a range of fundamental organisational and managerial concepts and coupled with frequent challenges, the simulation effectively replicated a dynamic and teamwork based organisational environment. The simulation seeks to test interpersonal relationships and group dynamics by creating dissonance on both an individual and group level, as groups and group members strive to achieve both individual and group goals. This report will critically analyse the very processes used to undertake the Everest Simulation, along with results, focusing on the three concepts of ‘Communication’, ‘Groups and Teams’ and ‘Leadership’. These are of critical importance to forming an analysis of not only the simulation itself, but also a broader organisational and managerial situation and the correlation between managerial theory and practice and the Everest Simulation. The transition in dynamics within the group between the different simulations, and the solving of numerous challenges corresponds to the improvement in our results of the simulation. Moreover, this transition and triumph also elucidates the practicality of managerial theories associated with ‘communication’, ‘groups and teams’ and ‘leadership’ and their applicability to not only the Everest Simulation, my personal and group results, but also the wider contemporary managerial and organisational setting.

Group Development and Performance

In order for the simulation and team to successfully perform in the simulation, there

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