Essays on Management - Leadership and Team Simulation Coursework

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The paper "Management - Leadership and Team Simulation" is an engrossing example of coursework on management. Teamwork and leadership are critical aspects of the management of dynamic working environments. This paper is a reflection of the experiences in the simulation consequently a good practical learning environment for problem-solving, leadership, teamwork, and decision making. The paper discusses and reviews the area of teamwork as an administrative option in most organizations made up of members whose contributions are indispensable. Decision-making skills are also acquired in the simulation since challenges regarding resource allocation, timing, and risks are encountered.

Communication challenges also ensured that members were able to attach value to it as they seek alternatives solutions to the breakdown of the only satellite equipment. Group dynamics and challenges in team management have been elaborated widely in the reflection (Austen 1995). Analysis of Teams and Individuals experiences Teamwork is a necessity in most organizations as there is no corporate task that can be accomplished individually. Organizations discharge their responsibilities through several people whose workings have been harmonized to work for the organization. Membership goals and roles The five-member team had the objective of maintaining the health of their members by putting in place measures and guidelines that minimizes and avoid rescue option occurrence on the team members.

The team membership has been constructed around the idea of supporting each other to achieve the group and individual goals by ensuring that each member had a role to play that will be beneficial to the whole team. The presence of a physician was to provide necessary health remedies and advice, the environmentalist assisted in weather forecasting and information. The team leader provided guidelines and triggered necessary actions for the team members.

The marathoner gave the team the necessary impetus and speed of ascending while the photographer helped the team in capturing memorable moments and pictures and map reading. Separate and complementary skills and attitudes are important for the success in achievement of the group goals when harnessed properly through leadership (Bissett 2010). Conflicting individual goals is usually a challenge in a team. For me, the ultimate goal of signing a multimillion contract created an impetus for the expedition hike and this desire might have created a sense of pride and a feeling of importance as compared to other team members but this had to be hidden so that the interest of the whole team could be upheld.

Feelings of superiority usually affect team members but there is a need to forgo them for the sake of the team. No one could individually hike to the peak without help and therefore team spirit is required. In the endeavor to balance personal goals achievement, the team performance dropped in the second simulation. This implies that such an endeavor should be done with high-level monitoring so that an optimum balance can be attained between personal goals and the group goals (Caust 2010). The team performance can be rated good as it was able to overcome several challenges it came across.

Team challenges ranged from personal goals and skills of members, varied personalities, and team process implementations. In the areas of resource management, health status management, and weather forecast analysis, the team performance can be rated as better. Analytical decision-making challenge was one of the team processes that lead to low performance in the second Everest simulation.

The group decision making lacked a monitoring and evaluation mechanism that ensured that such decisions were thoroughly investigated; this led to the wrong weather forecast.

References

Austen, G 1995, Human resource management for the future, Australian Library and Information Association. State Conference. (1995: Rockhampton, Qld). Conference Proceedings, (1995): 39-59.

Bissett, A 2010, Enterprise risk management - is it achievable, Keeping Good Companies, Vol. 62 no 6, pp. 80-83.

Caust, J 2010, Arts and business: the impact of business models on the activities of major performing arts organisations in Australia, Media International Australia, Incorporating Culture and Policy, Vol. 135, pp. 32-44.

Gordon, C 1995, Management skills for the next Millennia, Journal of management, Vol. 2, no 3, pp. 13-17.

Hopkins, I 2010, High performance: [individual, team and organisational performance]. Journal of Human capital, Vol.8, no 8, pp. 12-19.

Hopkins, I 2010, Organizational resilience. Journal of Human capital, Vol.8, no 5, pp. 18-27.

Parsons, D 2010, Organizational resilience. Australian Journal of Emergency Management, Vol.25, no 2, pp. 18-20.

Reith, D 2010, Knowledge management in practice, Keeping Good Companies, Vol. 62 no 6, pp. 370-372.

Tarrant, M 2010, The organisation: risk, resilience and governance, Australian Journal of Emergency Management, Vol.25, no 2, pp. 13-17.

Tse, H & Mitchell, Rebecca 2010, A theoretical model of transformational leadership and knowledge creation: the role of open-mindedness norms and leader-member exchange, Journal of Management and Organization, Vol. 16 no 1, pp. 83-99.

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