The Everest Simulation was carried out twice in 1 hour sessions by Group 53 of MGMT 1001 at UNSW. The five team members each were assigned a role, with personal goals that were to be achieved. In addition to this, there were team goals that had to be addressed.
The first simulation was not as well carried out- perhaps due to lack of research, while the second simulation went according to plan, and in correlation, the marks also …show more content…
The Hawthorne Studies propose that if employees are satisfied with their tasks, then that would translate to hard work and increased productivity. Group 53 experienced low enjoyment of the Everest Simulation, but the motivation of not letting the group down, and maximising marks provided us with satisfaction. Hence although we were not satisfied with the task, the motivation of a reward provided us with the impetus we needed to complete it.
Organisational commitment is the degree to which an employee identifies with an organisation and its goals- commitment leads to lower levels of absenteeism and turnover. In the Everest Simulation, each member had differing personal goals but similar shared goals- hence the decision was made first to satisfy as many team goals as possible before moving onto individual goals. By doing this, we benefited more people while catering for individual needs.
2.3 Perceptions influencing individual and group outcomes
Attribution theory explains how we judge people and class their behavior in the measures of distinctiveness, consensus and consistency. This determines whether a behavior is caused internally or externally.
Distinctiveness is whether a person displays different behavior in different situations- for example, our team doctor was not online in time for our second simulation, and the group came to the conclusion that this was not “slacking off” due to previous punctuality. This brings up the