...2014 Schedule Group A: Kolkata Knight Riders (IPL 7 champions, India), Dolphins (South Africa champions), Perth Scorchers (Big Bash League winners, Australia), Chennai Super Kings (3rd in IPL 7, India), Group B: Kings XI Punjab (IPL 7 runner-up, India), Cape Cobras (Runner-up from South Africa), Hobart Hurricanes (Big Bash League runners-up, Australia), Champion side from the West Indies, Qualifiers: Q1 - Lahore Lions (Pakistan champions), Q2 - Mumbai Indians (4th in IPL 7, India), Q3 - Northern Knights (New Zealand champions), Q4 - Southern Express (Sri Lanka champions) Q1/Q3 will enter Group A if either of them makes it to the Group Stage. Q2/Q4 will enter Group B if either of them makes it to the Group Stage. If Q1 and Q3 both make it to the Group Stage, then Q1 will enter Group A and Q3 will enter Group B. If Q2 and Q4 both make it to the Group Stage, then Q2 will enter Group B and Q4 will enter Group A. (All times in IST) Qualifying Round in Raipur 13 September (Saturday) 4 PM: Northern Knights Vs Southern Express 8 PM: Mumbai Indians Vs Lahore Lions 14 September (Sunday) 4 PM: Northern Knights Vs Lahore Lions 8 PM: Mumbai Indians Vs Southern Express 16 September (Tuesday) 4 PM: Southern Express Vs Lahore Lions 8 PM: Mumbai Indians Vs Northern Knights Main Round 17 September Wednesday (Hyderabad) 8 PM: Kolkata Knight Riders Vs Chennai Super Kings (Group A) 18 September Thursday (Mohali) 8 PM: Kings XI Punjab Vs Hobart Hurricanes...
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...Introduction "Talent wins games, but teamwork and intelligence wins championships." -Michael Jordan When talking about accomplishing success in any type of organization, we must mind the essential role of team working. A team that provides high performance is one of the most important assets for a company. But even if an organization has the best talents in its field, it is not enough unless their aptitudes are incorporated into collectively performing unit. Turning an average performing into high performing team can be done by utilizing the strengths of each team member and the cultural diversity of the entire group. In the contemporary world we live, it is very common to work in multicultural teams. These teams are perceived as highly potential based on the perception that the greater the diversity, the greater the creativity and productivity of a team is. Yet, there are certain challenges that international teams encounter and that is why it is of great importance to be aware of the cultural diversity around the globe. Despite of how influential is our own culture on our beliefs and behaviours we must be aware that we are not coming from the one and only “valuable” culture in the world. People often tend to believe that their own values and beliefs are the only “right” ones as they are embedded in their particular cultures. We must be aware that each of us, each singular culture might shine in a different way, but that does not mean someone...
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...-team defn sm # of ppl w complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable 6 chars Sm grps (2-10), work to achieve common goal, interdep mems, bounded/stable ovr t, auth to manage own work/internal processes, op in soc context (not island) When should use team team’s OBJs…..hi complex + interdep complex is task - breadth/depth of skills/expertise/interdepent task -pooled split up, do apart, glue together -sequential 1 way dependency -reciprocal 2 way Leadership: - main lship styles coercive - immediate compliance from ees use str8fwd tasks problem EEs crisis sits NOT use complex tasks self-mot, talented EEs ovr LT authoritative - LT direction and vision for team use new vision/clear direction needed (times of ch) new team member needs guidance you’re expert/source of auth NOT use EE exp, know much as you if not more promoting self-managed teams/participative decis-making affiliative leader - creating harmony among EEs and btwn l and team use str8fwd and perf is adequate diverse/conflicting grps to work together EEs exp personal difficulties NOT use bad EEs perf corrective pef feedback is nec crisis/complex sits, clarity control needed EE task-oriented individs democratic - building commitment and consensus among EEs Use competent, have as much/more knowl as you mems’ work muts b coord you’re unclear about best approach/have competent mems...
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...Group A: Great opening match between Mexico and SA which ended 1-1. Uruguay and France tied 1-1 the same day. France was defeated by South Africa and Mexico later in that world cup while Uruguay defeated Mexico and SA thus advancing Mexico and Uruguay as 1st to the 2nd round. Group B: Argentina started strong by defeating Nigeria 1-0 in the first match while Korea beat Greece 2-0. With ease Argentina later beat Greece and South Korea to advance with a perfect 3-0-0 While Korea tied Nigeria to advance as 2nd. Group C: USA vs England was the highlight of this group but was a borefest but who could forget the Robert Green mistake that made the match 1-1?. USA dramatically beat Algeria and tied Slovenia to finish 1st in group. England tied Algeria and beat Slovenia and finished 2nd due to goal difference. Group D: Germany opened great by bashing Australia 4-0 with controversial refereeing by Chiki Dracula. Ghana beat Serbia with a penalty. Germany Advanced along Ghana Group E: Boring group with a few exciting matches. Netherlands finished with a 3-0-0. Cameroon surprisingly summed 0 points in this world cup. Japan stunned the group when they finished 2nd after they defeated Cameroon and Denmark Group F: Italy was eliminated from the world cup in the knock off stages by Slovakia in their 3rd match after draws against weak New Zealand and surprising Paraguay. Parguay finished 1st and Slovakia 2nd Group G: This was considered the group of death along with group...
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...popularity or unity within the group (Brown, 2010) (DuBrin, 2010). • Those put in a position of power over others, either a manager position or a leadership position must have the qualities that will benefit the company in those roles. • Leaders are those who work hard and perform positive results and in doing so are able to bring out the best in others around them. Leading by example is a key trait of a leader and not necessarily that of a manager in charge. • A manager is the key person is in a position of authority over others and they are the one who has the ability to get a task done and stay on schedule. Popularity with subordinates may not be the primary goal of finding a manger but one who is task and detail oriented. • Leaders may not always be good managers. Leaders tend to get the job done through a different approach than managers. Leaders evoke the feelings of determination and quality work in others which is not always accomplished under time constraints. The job gets done but in no set time. • Managers set goals and expectations for the group to get done and the group is expected to perform. This is where having a good leader under a good manager creates the ideal situation for productivity and success. Leaders have unique qualities that set them apart from managers (Leadership, 2011). • They act as a figurehead and represent the entire team’s thoughts and ideas. • Leaders are able to answer for the group to either managers or outsiders...
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...defeated to determine the awarding of lesser places, for example, a third place playoff. Where more than two competitors can play in each match, such as in a shootout poker tournament, players are removed when they can no longer play until one player remains from the group. This player moves on to the next round. A simple way to describe a single-elimination tournament is that the winner of each match moves on and the loser fails to progress in the tournament. Some advantages of single elimination tournaments are: * the participants understand them easily * they are the simplest tournaments to conduct * they are useful in determining a champion for preliminary tournaments, such as a round robin * they determine the champion in the shortest time compared with other tournaments * they can be conducted with limited facilities * they can accommodate a large number of entries * they are interesting for spectators * they are the most appropriate for a one-day event * they are economical to conduct Some disadvantages of single elimination tournaments are: * they involve minimum participation * they place maximum emphasis on winning * the champion may not represent the best team or player...this also applies to the...
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...Leadership vs. Management Laura Rouse-DeVore The relationship between Leadership and Management is, perhaps, one of the most impactful and significant relationships that exists in organizations currently. The intersection and overlap of management and leadership, in addition to the polarity between the two are ideas that have been studied for many years. One certainty is that management and leadership go hand-in-hand. (What is the difference between Management and Leadership?, n.d.) (Cox and Miner, 2013) What is Management? Defining management as a term is an essential step to establishing how management and leadership relate to each other. Management involves the direction of a group of employees or individual towards the achievement of certain outcomes and specified performance indicators. Management is centered around results and the structures, processes, and principles employed for that group to meet those goals and achieve the desired results. Management utilizes formal hierarchial structure and positions of authority to establish power in the group. (Leadership vs. Management, n.d.) The Composition of Leadership Although the terms, “management” and “leadership”...
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...Introduction The overall team process of MGI seems dysfunctional and ineffective; members forming the MGI team brought a variety of skills set resulting from the multi-talented compositions, diversity in ethnic backgrounds, close personal relationships and a shared desire for the product. The main task for the team was to launch a product at the Harvard Business School (HBS) business plan contest, however, the team has failed in delivering such product for the lack of group roles, defining objectives and facilitating communication among themselves. The MGI lacked a manager to lead the group assignments and making sure every task is performed for the best interest of the group; which is completing the task in the given time frame. There was no structure and clear role assignment for members, this led to having more and more conflict among team members that affected the communication process as well as the outcome of the group. Not only ineffective communication was created in such team forming setting, but also a misunderstood perception for each member’s role was generated. One given example, when Dav joined the group, Henry and Dana did not know the intentions for the team founders as to themselves, as they had no idea what Dav’s role was in the team, which affected the team work as a whole. Also, as Henry thought they were very clear in respect to each member’s role that’s been placed initially, each member played a facilitator, moderator, task manager, and strategic thinker...
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...independent solution. Polarity management has been around since early 1975 and continues to be a challenge to companies today. (Caldwell, 2012) Polarities are ongoing issues with no final resolution and therefore must be managed regularly. Studies have shown companies with successful polarity management strategies maintain a stronger bottom line. (Johnson, PG 5). The Polarity Map In today’s business environment an ongoing polarity stems from the push toward a team environment. The marketplace stimulation has surfaced the polarity of Individual vs. Team in a hands on manor to help educate us on polarity management. Below is a polarity map that shows the strengths and weaknesses of Pegas They dynamic of the polarity for individual vs. team is one many companies face every day. In many cases a team environment can help produce better results. Teams have the ability to utilize the strengths of each individual member in order to develop the best possible strategy. The Pegasus team has had the fortunate strength of having 1 team member from the background of each of the areas of importance. By dividing up the responsibilities and giving feedback on decisions we each are able to learn from one another while offering insight into our area of specialty. On the other hand working on the simulation individually provides the experience of studying areas you may not otherwise have the experience doing. Additionally with the time constraints most business professionals have these days...
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...influence perception (e.g., personality, needs, etc) How to people make attributions(cues about the causes of behavior?: consensus, consistency, distinctiveness Common perceptual errors (e.g., Fundamental attribution errors, Self-serving bias, recency, and etc.) Exercise: Alligator River 4. Motivation Intrinsic, Extrinsic, and Prosocial motivation Positive reinforcement Need theory Expectancy theory Equity theory Goal setting theory Characteristics of goals (e.g., easy vs. challenging; specific vs. vague) Job Characteristic Model(designing jobs to enhance intrinsic motivation Case: Karen Leary (A) Case: Honey and Beard Company 5. Leadership Leadership theories: Trait approach, Ohio’s leadership styles (task vs. people), Contingency theories, Transaction and transformational leadership What are the differences between a manager and a leader? What are the key characteristics of charismatic and transformational leaders? 6....
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...Running head: Traditional vs. Team Work Environments Traditional vs. Team Work Environments and the Potential for Self-Managed Teams Traditional vs Team Environments This paper will explain the differences between traditional environments and team work environments. According to Exhibit 12.1 in our text book, in the traditional environment the managers determine and plan the work, and in a team environment the managers and team members jointly determine and plan the work. Jobs are narrowly defined and cross-training is viewed as inefficient in a traditional environment. Team environments feel jobs require broad skills and knowledge and cross-training is the norm. Most information is considered “management property” while it is freely shared at all levels in the new team environment. In the traditional environment training for non-managers focuses on technical skills rather than continuous learning that require interpersonal administrative and technical training for all. In the traditional work environment risk taking is discourage and can result in punishment, but risk taking is encouraged and supported in the new team environment. Traditionally, rewards are based on individual performance but the new team work environment rewards worker based on individual performance and contributions to team performance. Lastly, managers usually determine “best methods” but in the new team work environment everyone works to continuously improve methods and processes. (Bateman...
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...Bartlett and Beirne Lay Jr. about the 918th Heavy Bombardment Group of the U.S Army Air Forces (USAAF) during World War II. The movie transitions from present to past as Harvey Stovall recalls his days with the Bomb group at a (fictional) USAAF airbase in Archbury. From there on a series of main plot characters are introduced by the movie, Major Harvey Stovall (later on as Lieutenant Colonel) as the Group Adjutant, Colonel Keith Davenport as Bomb Group Commander who is later relieved of his command by Major General Patrick Pritchard (Millard Mitchell), Commanding General of VIII Bomber Command, Eight Air Force. Pritchard places Brigadier General Frank Savage in command of the Bomb group composed of men such as Lieutenant Colonel Ben Gately who is replaced by Major Cobb as Group Air Executive, Major “Doc” Kaiser (Flight Surgeon), Lieutenant Bishop (Medal of Honor Nominee) and Sergeant McIllhenny. The 918th Heavy Bombardment Group is composed of B-17 planes that conduct day precision bombings near Germany. Heavy losses and the inability of the Group Air Commander, Colonel Davenport, to inspire his men due to the “over-identification with his men” as deduced by General Savage, led to the group's loss of morale, discipline, courage and purpose. The movie progresses as the “Hard Luck” group performs various bombing missions under General Savage while transforming its members into an organized and disciplined group. Near the end of the movie, General Savage is also transformed...
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...Prejudice; the unjustified negative attitude towards an individual or group based solely on their position within certain societal groups. Prejudice is not merely a statement of opinion or belief, but an attitude that includes feelings of contempt, fear and loathing, which results from a preconceived cognition or stereotype. I.E. black people aren’t as smart as white people, all gay men are effeminate etc. These core beliefs more often than not lead to heavily discriminatory behaviour from the in-group in order to undermine the out-group/minority and force them to believe their own stereotypes. This idea can be clearly related back to the movie Remember the Titans where racism, sexism and homophobia were a regular occurrence backed up by such discriminatory behaviour as segregation, work-place favouritism and often, violence. Despite this, a number of practices can be put in place in everyday life in order to reduce prejudicial attitudes and behaviour, including superordinate goals, mutual interdependence and intergroup contact. Social psychologists throughout history have developed a number of theories pertaining as to how and why people develop prejudices toward one another; however, only a small number have been found to be applicable to most situations in life and can be readily observed throughout Remember the Titans. Such theories include, realistic conflict theory, social identity theory and mere exposure. The theory of realistic conflict was first conceived by Donald...
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...The word culture itself comes from the Latin term pronounce as cultura, which is related to cult or worship. In general, the term refers to the feedback of human interaction. Culture is knowledge that acquired that people use to interpret experience and generate social behaviour. This knowledge forms values, creates attitudes, and influences behaviour. Somehow, culture also has the characteristics of being learned, shared, trans-generational, symbolic, patterned, and adaptive. There are also many dimensions of cultural diversity, which is focus on centralized vs. decentralized decision making, safety vs. risk, individual vs. group rewards, informal vs. formal procedures, high vs. low organizational loyalty, cooperation vs. competition, short-term vs. long-term horizons, and stability vs. innovation area in this assignment. This assignment will focus on central and decentralized decision making, individual and group reward, high and low organizational loyalty as well as cooperation and competition in US, German and Japan. Start with Unites State culture. US is a well develop country that merely focus on effective and efficient strategy in their business. They have developed a culture that high in confidence and respect....
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...Coach Knight vs. Coach K Case Study A leader’s greatest challenge is determining which leadership style is best suited to motivate their subordinates. The path-goal theory “emphasizes the relationship between the leader’s style and the characteristics of the subordinates and the work setting” (Northouse, p. 125). Another theory, the leader-member exchange theory, focuses on the relationship between members and their leaders, or their dyadic relationship. Path-Goal Theory In the path-goal theory, leaders help subordinates determine their goals, clarify a path, remove any obstacles, and provide support along their journey to their goal. To do this, they choose the best suited leadership behavior for the given situation. The Path-Goal Theory is very similar to the Situational Leadership II model in that it examines four similar leadership styles including directive, supportive, participative and achievement-oriented. Directive “characterizes a leader who gives subordinates instructions about their task, including what is expected of them, how it is to be done, and the time line for when it should be completed” (Northouse, p. 127). Supportive leaders “go out of their way to make work pleasant for subordinates. In addition, they treat subordinates as equals and give them respect for their status” (Northouse, p. 127). Participative leaders “consult with subordinates” and “integrates their suggestions into the decisions about how the group or organization will proceed”...
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