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Any deviation from the guidelines would attract undue penalty. 7. Harvard Referencing to be adhered to at all times while attempting the assignments. 8. The above provided Rubric is applicable only for theory modules and the Modules which are quantitative in nature will have different Rubric which will provided separately along with the respective assignment questions .
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Read the case study below and answer ALL the questions that follow. The BT Global Challenge Round the World Yacht Race The BT Global Challenge has provided the material for a case study that compares a yacht race with today’s business environment. The case study describes how 12 yachts embarked on the ‘world’s toughest yac ht race’, departing from Southampton in the United Kingdom. With a professional skipper and a novice crew of 17 men and women from all occupations. Each team set out to compete the 30 000-mile race around the globe. The crews stopped at six sports: Boston, Buenos Aires, wellington, Sydney, Cape town, La Rochelle and finally they arrived back in Southampton. It was a highly competitive race with all the teams sailing identical yachts. The environment was hostile and sailing conditions uncertain and sometimes treacherous. The skippers who led their teams to become high-performance teams were the winners. The compilers of the case study of the race interviewed the crew members of the various teams and recorded the experiences, perceptions and emotions they have experienced during the various stages of the development of their teams from the first stage of forming to the last stage of adjourning. Here are some of the responses from the teams during each stage of team development on the boats. Forming (identifying emotions) Crew members were motivated and daunted by the enormity of the challenge ahead. They were unsure of themselves and their own technical ability, and there was fear about the structure of the boats and their ability to withstand the pressure of the Southern Ocean. There was anxiety about coping on the dangerous conditions. A lot of self-interest marked this stage of team development on the boats. Storming (understanding emotions) At this stage, the crew members were becoming more capable and began to challenge the skipper on his opportunity and role as a leader. Dissatisfaction with the initially established rules and procedures was surfacing. Crew members juggled for position and tolerance was limited. The skippers still made most of the decisions, but the crew members were slowly beginning to understand that there were differences in style, motivation, need for change, and diversity. They discussed feelings and dealt with personal conflict. Traumatic encounters between crew members occurred regularly.
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