As long as MEGA learning business simulation ends, it is necessary to evaluate a personal experience regarding the acquired knowledge and work in cooperation with other potential managers. That is why the following paper touches upon the description of a personal experience regarding MEGA learning business simulation. The paper describes theories which can be applied to the related experience. Then, it gives an account of the most drastic negative and positive incidents. It also elaborates the consequences of these incidents. In addition, this paper outlines that the personal experience caused an acquisition of an assumption that any team is a dynamically developing system, that is why every single team member is expected to possess reflective skills.
Nobody would deny the fact that knowledge and experience are quite abstract phenomena as they require a multiple repetition, reconsideration, and application in a real life situation. As a consequence, this need has become a source of MEGA learning business simulation, which creates a real-based environment for training future managers to cooperate, act in stressful situations, and apply their theoretical knowledge to made-up cases. This approach seems to be rather effective, but it is necessary to note that its outcomes are expected to be also acquired. Therefore, it is essential to evaluate personal experience during this training. As long as organizational behavior is a comprising component of a successful business performance, the related experience should be observed from that perspective as well. Taking all these points into account, it is necessary to admit that the following reflective report lingers upon the description of the personal experience of participation in MEGA learning business simulation.
To be more exact, the following paper gives an account of the related theories, which have the corresponding evidence in the described experience. Then, the report touches upon the most positive and negative incidents in the team during this period. By the same token, the paper issues the elaboration on the consequences of these incidents. renders an emphasis on the importance of reflective skills as long as my personal claim coincides with an assumption that every single team is a system, which is developing dynamically on a constant basis.
It is becoming increasingly apparent that MEGA learning business simulation pays considerable attention to teamwork. Therefore, it utilizes a wide range of theories, which stimulate the formation and development of a team. In such a way, I noticed that Tuckman’s theory of group dynamic development has been applied to my case. This theory suggests that a team develops facing such stages as forming, storming, norming, performing, and transforming (Martin 2006). These stages were distinctly marked so that a team was aware of a certain stage. The stages were not named, but I was aware of every announcement that our team had made certain organizational progress. It is also important to mention that the role of the leaders was quite considerable. They did not try to control everyone, but cooperated and suggested the strategy for dealing with the given task. Actually, they were central people, who managed to arrange teamwork so that this pattern totally addressed Tuckman’s theory (Tallo 2008).
Besides that, it is necessary to describe the evidence of Bibb’s social impact theory. This theory simply assumes that a certain group obtains more capacities in total in comparison with the case when the same people act independently (Forsyth 2010). It was certainly true as long as some team members were willing to work on their own initially. Needless to say, it made its specific impacts on the performance of the entire team (Cunliffe 2008). This issue will be discussed separately; that is why it is pivotal to focus on the contextual functioning of this theory. Several team members were trying to work separately and the rest of the team demonstrated poor cooperation. As a consequence, potential leaders suggested mutual exchange of the achievements and difficulties so they became the initiators of the further teamwork (Daft 2007).
In addition, it is worth saying that communication is a comprising element of a collaborative performance. Thus, I have noticed that communication is conducted in accordance with AIO approach within the team. AIO stands for activity, interest, and opinion (de Bens, Golding & McQuail 2005). Every single participant was reporting his or her achievement from the perspective of their activity within the team, personal interest in a certain area of performance, and opinion about its contribution to the development of a simulated business. The team appeared to perform naturally as long as everyone’s interests and opinions were considered (Kincaid 2014). By the same token, a basic expectancy violations theory, which assumes that people communicate with each other considering certain patterns, which are determined by age, gender, culture, etc. (Sorger 2009). Even though certain misunderstanding occurred, it is important to mention that it is the evidence of natural communication within the team. Every single team member was intending to deliver a certain message to a particular team mate so that various sets of the enumerated factors were considered. Generally speaking, a pragmatic code of inference knowledge was taken into consideration as long as every communicative act resulted in a distinct response (Mortensen 2008). These are the main theories, which can be applied to the described personal experience.
Regarding critical incidents during MEGA learning business simulation, it is essential to note that I experienced negative as well as positive feelings about the atmosphere within the team. In such a way, the first most significant negative experience referred to the lack of commitment among many team members. As a consequence, they tried to solve some tasks on their own without much willingness to cooperate even though the discussion of budget for environmentally friendly and low cost cars required an integrated approach as it referred to the implications, which were far beyond the terms of business only. Such situation spoiled an initial impression about the learning method as everyone expected a meaningful work in team instead of completion of individual tasks, which were supposed to comprise a common project. This incident caused the other one, which is also worth discussion.
Concerning this point, it should be said that the majority of team members started expressing certain doubts regarding the effectiveness of MEGA learning as they were not satisfied with nearly the entire team. To be the honest, I felt the same. This situation affected me deeply so that I started experiencing simple boredom. It can be explained by the fact that the team lacked a common strive for a distinct objective so that making extra effort seemed to be pointless. Taking this point into consideration, it is worth saying that the same feelings were expressed by the rest of the team. This phenomenon proves that a leader is able to mobilize collective effort (Dainton & Zelley 2015). Providing that the team was sharing negative experience of working together, it was possible to assume that it could perform in the opposite direction.
On the contrary, it is crucial to describe the most positive experience. Later, after a distinct decline within the team, potential leaders managed to optimize the capacities of the team in order to boost the performance. As soon as leaders became recognized, the entire team divided the responsibilities. It is important to note that everyone kept completing the same tasks but sharing their achievements and hardships with the rest of the team. Communication played an important role in this case. The performance of the team increased considerably so that the most complicated elements of the team task were finished in time. In addition, I would like to mention my impression of proactively growing enthusiasm of the team (Marion & Gonzales 2013). Everyone was enjoying working together so that some members were even dreaming about running real business as the team. Such drastic changes in collective performance prove the credibility of an assumption that any team is a dynamic system (Foss & Littlejohn 2011). In my opinion, experiencing negative as well as positive incidents in a team is quite a natural phenomenon as it is distinct evidence of the team’s development. The main requirement of team development is a reflective behavior of its members. Namely, team members are expected to react to the changes within the team in order to lead it to a new level of organization.
Consequences of Incidents
The incidents with a lack of commitment in the team resulted in the poor performance of the group. One may argue that it is possible to complete the required job without expressing any enthusiasm about that. It is certainly true to some extent, but it is worth mentioning that people start getting tired faster than expected. Psychologically, unwillingness to perform certain job results in additional neurotic tension as long as an individual associates the work with a negative experience and emotions. Thus, an individual needs more physical and psychological effort to overcome that negative pressure. It was exactly the same evidence within the team as everyone seemed to complete their own part of the task, but the team was progressing slowly. That is why it is more accurate to say that no commitment to the work causes irrational use of forces, which leads to the lack of efficiency.
The second incident which was related to the doubts regarding the effectiveness of MEGA learning business simulation resulted in the serious problems with team work. First of all, constant discussions and arguments about the effectiveness of the course were the main irritator for the entire group. In other words, much time was spent on the discussion of the course drawbacks and benefits; however, the first point was the central argument. It is impossible to ignore the fact that performance can be spoiled by such minor factors as useless chatter during a working day. One should not confuse team communication with useless talks as communication means a required contact with each other while chatting is an obvious sign of the lack of the discipline in the team (Forestieri 2006). Therefore, the team performance was also spoiled by that factor. In general, it ought to be said that these consequences do not have to be regarded as disastrous. The situation in the team can be normalized at any critical point.
Conversely, positive incidents resulted in considerable progress of the team. With regard to the proactive collaboration in the group, the performance was sufficiently boosted so that we managed to meet all deadlines and coped with the task generally. It was a point at which everyone was satisfied with their contribution to the task completion and was enjoying the cooperation with the other students. Generally speaking, the effect of this positive incident is directly opposite to the one when the cooperation was suffering from the lack of commitment. They are relatively basic principles of organizational behavior, but their violation can lead to serious consequences so that being reflective is an important ability, as well. Hence, growing enthusiasm in the group addresses the same aspects. Still, it should be noted that enthusiasm can be regarded as a comprising element of internal relationships with other members of the team (Jones 2013). Actually, a process of a common goal achievement is the best way to make people with different interests and outlooks cooperate. This theory refers to the antique pedagogy, but its credibility is evident in this case (May & Mumby 2005). Eventually, the presence of negative and positive consequences proves that any team is a dynamically developing system so that every single member is supposed to react to changes.
All in all, this reflective report has lingered upon the description of the personal experience of participating in MEGA learning business simulation. To be more specific, the report has described the theories, which are applicable to the related experience. Then, the paper has touched upon the most positive and negative incidents regarding this experience. As a consequence, the elaboration of these incidents’ consequences has been given an account, as well.
To conclude, it is necessary to admit that the main idea of the described experience is based on the reflective skills. It is clearly seen throughout the entire report that being reflective to any changes in the team is one of the most important aspects of working in cooperation. It can be explained by the fact that any team has to be considered as a dynamically developing system. It is important to place the emphasis on the role of leaders in the team as long as they are the preliminary boosters of collaboration within a group. In such a way, a potential leader will always suggest cooperation the first. Leadership does not have to be authoritative, but a team should be well-organized in order to meet the desired objectives. Finally, it is worth mentioning that enthusiasm and work commitment are still essential elements of an effective performance because they provide a psychological basis for cooperative work, which considers interests and opinions of every single team member.