The benchmark for turnaround times range between 12 p.m. and 2 p.m. The team leader ensured that each team member was equipped with bottled oxygen and steroids for emergency in case of serious exhaustion. Our team reached the Southeast Ridge Balcony approximately five and half hours after departure. This is one of the most difficult points to climb. Our team gradually ascended along the Balcony from around 8 a.m. to 10 a.m (Kayes, 2004). Did the team project work as expected or not expected? The team project did not work out as planned because not all members reached the summit. Most gave up ascending at Hillary Step due to wastage of time and snarl-ups. One of the expedition leaders breached the agreement regarding the order at which each team would begin for final summit. The team was not armed with radios for communication. One our team member was severely exhausted when we reached the Southeast Balcony. I together with another team pulled the climber with assisted with guide Sherpa. Moreover, our team was caught up in bottleneck. We could not proceed beyond that point because safety ropes had not been fixed. Our team together with other teams joined hands to secure the fixed safety ropes to secure our next mountain climbing session. This marked the onset of series of bottlenecks that were to occur in the course of our climbing. Our sojourn at Hillary Step took roughly an hour. Again, we were caught up in traffic snarl up, since long queue of climbers behind us was waiting for their turn to climb. Ropes had not been fixed as anticipated. We could not communicate to those below us, because we lacked radios. Unnecessary anxiety and confusion among climbers was looming. This point was approximately 28,800 feet beneath peak of Mount Everest. The previous climbers had not secured the ropes to facilitate ascent of those below at reasonable time (Kayes 2004). As a result, some team members arrived at the summit beyond the stipulated deadline at 2 p.m. The bottlenecks had ripple effects, because it affected the whole operation. Things went astray between 4 p.m. to 5 p.m., because whiteout occurred, which grounded descent to near halt. The turnaround time was set at 12 hours after departure. The bottlenecks caused delays so that 6 hours past the deadline, snowstorm occurred and halted descent. Some team members ran out of oxygen supply. Fatigued ensued. Some team members were conspicuosly absent. The team members who abandoned the summit attempt at snarl up, and few climbers who successfully reached the summit, started arriving at Camp IV between 4.30 p.m. to 6 p.m. What factors contributed to your experience (e.g. personal, social) Mountain climbing at Mount Everest offered opportunity for unique research experience. Authorities restricted public investigations. As a result, empirical data regarding the Mount Everest Disaster of 1996 remains scanty. Also, the chronology of the tragedy was never archived. In order to create sense, the team created chronology of possible events after painstaking review of observations by witnesses and survivors. A recent study (Kayes 2004) highlighted importance of integrated multiple analytic approach to tragedy sense-making. In order to ensure rational chronology of events, each team member conducted individual research, independence of chief investigations outlined in scholarly articles. The chronology was mounted on narratives, which contained
1: Problem & context Describe and explain your experience of the team project The team was set to climb Mount Everest early in the morning. It is considered the best time to do so. Our team embarked on climbing summit at 12 a.m. It was logical for us to reach summit approximately twelve hours after departure…
I have learned about the organizational behavior, and the factors that are likely to influence the individual behavior in a team, and also about management practice efficiency, and behavioral skills, to generate impact on the performance of the team. “Teams are composed of people who have a variety of emotional and social needs which the team can either frustrate or help to meet” (West 2012, p.
At first I was a little skeptical of the team as I found the newness of it quite awkward. We were only four in our team so bonding was a lot faster. This made me think of Hackman’s (2002:50) wisdom on teams which stipulates that fewer than six members in a team is the efficient level with which teams can efficiently perform.
The following is a discussion of personal, interpersonal, and journey experiences within the context of a group or a team where many seminar activities were involved such as, lost on the moon, investigating a serious crime in and around the City Centre of Cambridge, and the egg challenge.
Effective team and performance management mainly focuses on the achievement of business objectives. “A team is a small number of people with complementary skills who are committed to an agreed purpose, goals, and approach for which they hold themselves mutually accountable” (Team Definition 2011).
Teams are groups of people with distinct yet harmonizing skills; they have a specific aim in mind and divide responsibility among themselves to achieve that aim. Teams are task effective when they are able to achieve these set aims during their target time period.
Therefore in practice, teams are a congregation of people comprising different skills, talents and competencies and who understand each other fairly well enough with a focus of efforts on collective team objective(s). In an ever globalizing economy, organizations now turn to their greatest asset which is the people skills it has to optimize their differences and uniqueness thus generating sustainable competitive advantage necessary for surviving the increased competition within the international market (Garry & Litan, 1998).
The major challenge of such organization is to develop a team with diverse employees into an effective team (Catalyst consulting Team n.y.). Consistent, industrious and efficient work together towards a common goal, share common resources, have ways of resolving conflicts, plan their work towards their goals as a team, understand each others skills and abilities and share responsibilities (Bakken 2007.
Team effectiveness can be measured in terms of shared vision, interpersonal relations, effective communication, intimacy, sense of belongingness and pride. All of these appear to be missing from the team environment at Electron. Autocracy and power have forced the new workers to abide by the norms, failing which they face punishment.
Organizations around the world are striving hard to sustain and operate effectively in the market place. Such scenarios in the business environment have also led to a number of challenges for the organizations. It has been observed that companies have to deal with large number of issues and challenges.
The work is aimed to research how to increase self-awareness of employees with the aim of improving team management. The paper describes a number of ways how to develop self-awareness of employees, among them are relationship orientation, soft skills, soliciting feedbacks, asking good questions, listening without justification etc. The work contains graphs.
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