MGMT1001 – Everest Simulation Report EXECUTIVE SUMMARY The Everest Group Simulation placed six students into a temporary group, each with unique occupational roles and information to be achieved during the climb towards the summit of Mount Everest. The simulation encapsulated the significance of team cohesiveness and communication by presenting problems and challenges only conquerable as a team. The simulation experience established both the group structures and leadership styles which were most beneficial and effective in maximising team performance in the face of adversities such as interpersonal conflicts and challenges presented by the simulation. In the designated groups, we were given two attempts to complete the simulation, although with differing roles between each simulation. The first simulation was conducted without prior planning nor experience, with a lack of connection and communication between group members. The conflicts in personal goals, undeveloped relationships and individualistic attitudes, accompanied by vertical, democratic leadership and communication barriers, resulted in the team’s failure to discuss and provide information during the simulation, and becoming prone to the effects of conformity and GroupThink. The unsatisfactory results from the first simulation served to be the catalyst in the development of the team and its internal processes. The various obstacles presented by the simulation forced a change in attitudes, and developed the team itself, and the relationships between members. Longer planning and discussion processes were held before the second simulation, culminating in a team contract, which stated the team’s strategies and improvements. The second simulation embodied an improvement on the team’s flaws from the first simulation, as we engaged in a laissez-faire leadership style, discarded individualistic attitudes in favour of altruistic actions, implemented more effective discussion and minimized negative conflicts, whilst simultaneously developing the team’s effectiveness and ability to perform. However, due to barriers in communication and organisation, the team’s performance was not affected dramatically, resulting in only a marginal increase of 3% for the team’s score, and a 5% increase for my personal goals. However, the effectiveness of our changes can still be recognised through increase in members reaching the summit; four in the second simulation, compared to three in the first simulation. Ultimately, my simulation experiences proved that effective teamwork can be
Course Title: Principles of Management
Course Code: MGMT1001
The course is designed to introduce learners to the major aspects of management principles. It will expose them to the corpus of knowledge required to assist an organisation to achieve its objectives. It provides important information intended to expose learners to the intricacies of managing enterprises - be these private or public, corporate or small business enterprises, and government or nongovernmental organisations.
Principles of Management (MGMT1001) is a core management course that can be described as a very intense programme of study. This course is an introduction to the study of management theories and practices. Management is discussed as a functional, problem-solving, decision-making process that is geared toward the effective and efficient accomplishment of organizational goals. The course is designed around three major managerial tasks performed by the modern manager (James Donnelly, 1990):
1. Managing Work and Organizations;
2. Managing People; and
3. Managing Production and Operations.
These three (3) tasks are explained by reference to the core functions of planning, organizing, leading and controlling. Throughout the course, issues and cases associated with management in the Caribbean context are considered.
At the end of the course learners will be able to:
- Explore the evolution of management thought to inform better employee - employer relationships.
- Explain the importance of major theories and concepts of management activities with a view to improving organizational productivity and service quality
- Discuss the role of management in the success and viability of the organisation.
- Explore the importance and relevance of management in a Caribbean context to bring about organization fluidity
- Apply management theories in real world situations for greater organisation effectiveness, efficiency and productivity.
- Reflect critically on the theories of management and related practices so as to improve on management decisions for business sustainability and social responsibility.
- Value the relationship between the theory and practice of management to aid in business development
SECTION 1: MANAGEMENT AND THE MANAGERIAL ENVIRONMENT
Unit 1 Managers and the Study of Management in the Business Environment
- Evolution of management thought
- The basic management functions
- The need for and importance of management (levels, competencies & roles)
- The environment of business (internal and external)
Unit 2 Social and Ethical Responsibilities of Management
- Social responsibility
- Corporate/Managerial ethics
SECTION 2: MANAGING WORK AND ORGANIZATIONS
Unit 3 Managers and the planning function (2 weeks)
- Nature and elements of planning
- The levels of planning
- The 3 core dimensions of the Organization structure
- The classical and contingency approaches in organizational design
- Understanding departmentation
Unit 4 The Controlling Function
- The importance of control
- The changing philosophy of control
- Quality control and productivity
- Understanding quality management and control
SECTION 3: MANAGING PEOPLE
Unit 5Understanding human resource management and Motivational theories
- The HRM philosophy, structure and roles
- Environmental Influences on HRM
- Managing Diversity
Unit 6 Theories and practice of leadership
- Leadership approaches
- Leadership for the learning organization
Unit 7 Understanding communication and Change Management in organizations
- Understanding effective management communication process
- Barriers to effective communication
- Understanding the nature of organizational culture and change
SECTION 4: MANAGING PRODUCTION AND OPERATIONS
Unit 8 Managerial decision making and problem solving
- Differentiating decision making and problem solving process
- Decision making in production operations
- Participation and decision making
This course will use 100% continuous assessment. There will be no final examination. This course will employ both formative and summative assessments. Formative assessments are diagnostic and developmental and will not count towards the final grade. These will be utilized to identify gaps in learners’ knowledge and assess their rate of learning. Summative assessments will determine the overall performance of learners in relation to set tasks and assignments. Rubrics will be developed to ensure transparency in marking by e-tutors and help learners in their self-assessment.
Formative Assessments will include:
- Unit activities
- Short self assessment quizzes
- Group Research assignment
Summative Assessment will include:
Graded Discussions (3 discussions at 5% each)
Mini Case Study
Proposed Teaching Methods
The course will be delivered online using web conferencing tools like BbC and Skype. The course will also utilize other synchronous and asynchronous methods. Teaching strategies will include:
- Problem based learning scenarios
- Case Studies
- Individual Study
- Reflective Practice
- Group work/interaction
The Saylor Foundation (2013). Principles of Management v. 1.1.
Licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License
The Saylor Foundation. Principles of Management.
Licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License
Boundless. (2014). Management. https://www.boundless.com/management/
Licensed under CC BY-SA 4.0 with attribution required.
Daft. R. (2013). Management. 10th Edition. South-Western College Publication. ISBN-13: 978-0538479530
Kinicki. A. & Williams. B. (2012). Management. 6th Edition McGraw-Hill Education. ISBN-10: 0078029546
Griffin. R. (2012). Management. 11th Edition. South-Western College Publication. ISBN-10: 111196971X
Murray. A. (2012). The Wall Street Journal Essential Guide to Management: Lasting Lessons from the best Leadership Minds of Our Time. 1st Edition. Harper Business. ISBN-13: 978-0061840333
Robbins, S., & Coulter, M. (2010). Management. 11th Edition. Prentice Hall. ISBN-10: 0132163845
Bowrin, A. (2013). Corporate Social and Environmental Reporting in the Caribbean. Social Responsibility Journal. Vol:9 Iss:2 Pg:259 -280.