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Management Teams based on Mount Everest Climbing Experience - Assignment Example

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This paper presents the management teams based on Mount Everest's climbing experience. It offered the opportunity for a unique research experience. Authorities restricted public investigations. As a result, empirical data regarding the Mount Everest Disaster of 1996 remains scanty…
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Management Teams based on Mount Everest Climbing Experience
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Download file to see previous pages Theory-building approach (Mohr 1982, cited in Kayes 2004) was useful in refining large amounts of archived data, in order to permit synthesis or focus on fundamental constructs, and generalization of events. Mohr’s theory-building pointed out five determinants: 1) Focal unit of analysis, 2) Precursors of at least two experiences of the focal unit, 3) Motivators of precursors, 4) Probabilistic procedures of factors affecting cohesion of precursors, 5) Results of precursor cohesion, which impact on focal unit to initiate an incident. The researcher’s personal experience with Mount Everest also played an important role. The research interviewed observers and survivors of the Mount Everest tragedy. Personal experience provides useful background for problem analysis (Kemp 2009) because experience makes the researcher's involvement with spotlighted culture. According to Kayes (2004), researcher involvement with culture is appropriate for action-learning strategies. 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 the climbing summit at 12 a.m. It was logical for us to reach the summit approximately twelve hours after departure. The order for the beginning of the final summit had been set by the team expedition leader. The final 18-hours prior to reaching the peak was challenging, as it required the survival of the fittest. Our team had previously set turnaround time, which serves to alert the team about time to abandon ascent and begin the descent. The benchmark for turnaround times ranges between 12 p.m. and 2 p.m. The team leader ensured that each team member was equipped with bottled oxygen and steroids for an emergency in case of serious exhaustion. Our team reached the Southeast Ridge Balcony approximately five and a 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). 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 a final summit. The team was not armed with radios for communication. One of our team members 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 a 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 a 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 the 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 were looming. This point was approximately 28,800 feet beneath the peak of Mount Everest. The previous climbers had not secured the ropes to facilitate the ascent of those below at a reasonable time (Kayes 2004). As a result, some team members arrived at the summit beyond the stipulated deadline at 2 p.m. ...Download file to see next pagesRead More
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