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Being the first week of competition I was ready for an entertaining and eventful meeting with my group. What I got was certainly that. However, I was not quite expecting it to go the way it did. Unfortunately, two of my team mates did not make it to the lecture. That provides my problem for this week having to learn parts of their roles and implement them into our simulation.

I had a general understanding on what R and D was along with operations due to the initial training videos and then Mikes Bikes Solo and the first few practice rounds of Mikes Bikes Advanced. Nonetheless, this was put to the test when my team mates couldn’t make it on Wednesday. I was a little unsure of how to help at first, especially with operations, yet, our CEO divided up the extra tasks and helped us all along the way. Allocating smaller individual tasks made understanding these specific new roles for myself much easier.

Firstly, the positive effort of my CEO working hard to help everyone else and put our team in a good position links in with the theory stated by G.A Yukl who says “a typical manager’s day seldom includes a break in the workload. Managers receive almost continuous requests for information, assistance, direction and authorization.” This is very much the case in our team with our CEO Vincent working hard to help everyone else and give directions to the team. Not only this but it was important for me to realize that when working and operating in a field that I was not quite as confident in the decisions may not have been the correct one. Looking to my team mates for confirmation and sometimes having to be corrected also fits into the concept that “consensus is good, unless it is achieved too easily, in which case it becomes suspect,” (Buchanan, L & O’Connell, A, 2006). As I was able to reach consensus with my teammates after they taught and helped via discussions of what the right outcome was.

Therefore, the action that I took to overcome this problem was using not only my prior knowledge from the earlier stages or the simulation but also using my team mates and CEO to discuss and work out potential problems with the goal of us succeeding in this first competitive rollover.



Buchanan, L & O’Connell, A. (2006). A Brief History of Decision Making, Harvard Business Review, 84(1), 32-41. Retrieved from http://web.b.ebscohost.com.ezproxy.auckland.ac.nz/ehost/pdfviewer/pdfviewer?vid=1&sid=da705a02-6705-4572-a9cb-a8dff990766b%40sessionmgr101

Yukl, G.A. (2013). Nature of managerial work. Leadership in organisations, 8th ed, 23-47. Retrieved  from https://content.talisaspire.com/auckland/bundles/5d12c75e83e46a33612f2824

2 Comments

  1. Nice succinct entry my man. I think you could've applied a lot more from the Yukl reading to your CEO Vincent but overall, you have used two readings and applied them well to the two examples you used. Hope round 2 goes well, well done bro

  2. This is a good journal entry Caleb. Clearly demonstrates your understanding of the readings and well structured according to Daudelin. Perhaps another thing you could add in your reflection is how this experience will influence you in the future.