Everest Report

Topics: Management, Leadership, Organizational studies and human resource management Pages: 12 (2565 words) Published: May 25, 2014


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…………………………………………………………………….

Critical Analysis of Leadership of Everest Simulation 1 and 2 Group experience and result……………………………………………………………. Individual Experience and result…………………………………………………

Conclusion………………………………………………………………………………………………………6 Appendix………………………………………………………………………………………………………7 Reference………………………………………………………………………………………………………8

Introduction
Everest simulation is a group task program created by Harvard this program allows teams to gain new experiences in relation to group tasks. The Everest teams were given two opportunities to complete the simulation, during the two simulations team members learnt how to problem solve and make strong decisions to ensure the group and individual goals were met. This exercise is a valuable tool to learn as it places students in teamwork situation within professional organisations. The following report will examine both simulations outcome of results and the significant events which took place. Focusing on the group and individual’s experience based on the theory concepts attitudes, leadership and groups and teams. . As the results were at a distance the report will look at the type of strategy’s adapted between both attempts. As we did not have a clear leadership style and no clear communication within the first simulation this affected the overall confidence and support in achieving a higher group and individual score this report will discuss what type of leadership theory was approached during both simulations and the change of structure through the group experience.

Preparation of Everest Simulation
As the Everest simulation is a group based task we were formed into our numbered groups. Group 35 decided during the tutorial to take part in the first simulation through face to face contact, in this meeting were technical issues within the Wi-Fi system and we could not continue with the Everest climb. Some members suggested we continue at a later time through the Skype program. During this conclusion we had a few encounters as a few of the team members including myself were not familiar within the Skype program ,including the time chosen for first climb would not be suitable for group members external conditions. It had seemed we were facing a dilemma, we found ourselves problem solving even before the first Everest climb. As a group we problem solved to ensure we could support all members individual commitments with minimal conflict. It is imperative when forming a group task to ensure all group members are satisfied with the final decision according to (Lakein’s, 1973 cited in Macan, 1994) there were forms of time management descriptions were individuals confirm the importance of their personal needs and facing the task of prioritising these activities to ensure the goals are met and accomplished. This evidence suggests that most individuals preparing for a group task will prioritise and be committed to complete the Everest simulation1.

Critical Analysis of Attitudes / groups and teams within Everest simulation 1and 2
Group experience and result:
This first group reflection is based on the first Everest simulation which subsequently took place via a virtual mode of Skype, This virtual interaction gave the group a total group result/of 67 The attitudes of the team were very positive in building strong relationships with one another, this first simulation was at a forming...

References: 1:Baltes et al., 2002; Bordia, 1997; Hollingshead & McGrath, 1995; Warkentin et al., 1997) page 86 cited in
2: Gersick, Connie J G
5 .P. J. Lamberson and Scott E. Page. ( April 2012). Optimal Forecasting Groups. Management science. 58 (4), 805-810http://mansci.journal.informs.org/content/58/4/805.full.pdf+html
6.Macan, Therese Hoff
7.Taiga Brahm, Florian Kunze, (2012) "The role of trust climate in virtual teams", Journal of Managerial Psychology, Vol. 27 Iss: 6, pp.595 – 614 cited on 11/10/13
http://www.emeraldinsight.com/journals.htm?articleid=17047848&show=abstract
HHAY, RATHTANA V, KLEINER, BRIAN H... (2013). Effective communication in virtual teams... Industrial Management/ Business source premier. 55 (4), 28-30. Cited 12/10/13
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