BSG Simulation Shared leadership and Team Performance

Question: Discuss about the BSG Simulation for Shared leadership and Team Performance. Answer: Summary of my experience with the BSG simulation When we started the Business strategy games, me and my partner we were overwhelmed with the amount of decisions we had to make on the various choices each presenting a possibility of success. We learned different speeds in decision making. We never to underestimate the time it could take us to know how the game worked and learned never to wait until the last minute to make the decision (Boies, Lvina, Martens, 2011). Students and teams who were so confused not to make any decision or the ones who only concentrated on one aspect of the game an example being celebrity bidding did often do find themselves at the bottom of the game. We learned that for a better result we must know all the meaning and the purpose of every value on the screen. Working with members of the management team can be a bit tedious especially when you are not in agreement on what choice to make and the reasons behind it. However, like our team did we had to discuss and agree on every decision that we make (Grosu, 2011). Laying down the pros and cons and checking up if there is a better and cheaper method besides what we are settling for. And from the whole BSG simulation, I learn that critical thinking and excellent decision making forms a crucial part of any organization and that various possibilities should be thoroughly examined before settling for a solution (Thompson, Thopson, Stappenbeck, Thompson, Strickland III, Thompson, Gamble, 2002). A few examples of situations I encountered in the game. Being in company C which deals mainly in footwear production and marketing. Examples we encountered are like; Our company deals with the production footwear in two plants; one in East Asia with a production capacity of 5 million shoes and the other in North America with a production capacity of 2 million pairs. When both the companies are operating on overtime, the annual capacity is boosted by 16% hence giving the company a 5.5 million pair annual capacity of production. The company engages in marketing of its products through the retail industry and sometime online marketing. In the past year, the company produced so many footwear that its demand could support and the company went into competitive bidding for contracts to generate footwear and sell them under the private retailers' brand name. In year ten the company sold 4.5 million shoe pairs to individuals and retailers and did bid successfully for contracts to distribute 800, 000 pairs of private label shoes to a multi-outlet retailer. The question was should the company continue producing and selling their products as before, and it s hould continue producing under a private brand retailer name and selling to the multi-outlet retailer. We were come up with the best solution evaluating every possibility available (Jahangirian, Eldabi, Naseer, Stergioulas, Young, 2010). Another is where a footwear company in Asia specializes in the production of athletic footwear. The company produces one million pairs every year. This is the normal working hours, but where the business is operating on extra time, it can boost its productivity to 1.5 million pairs of-of the athletic footwear. The management directed the design specialist to come up with several shoe models featuring in the new look, new styles and designs to keep the production line going and boost their volume of sales. Given that the S/Q and model specifications have been met in the new designs. And that there is the freedom of using whatever stylish, combination of qualities and expenditure for TQM Sigma we as the marketing department were then required to find the appropriate marketing strategy to create awareness of the new shoe products and increase the volume of sale (Doyle, Brown, 2000). Recommendations for future students and classes Never concentrate all your efforts on celebrities as they do not such big sales as believed and the false ideas that a star will certainly make your successful company overnight should be highly avoided. Essential strategies to uphold during the game are plant expansions and plant upgrade over the period of years using cost-effective financing techniques (Boies, Lvina, Martens, 2011). Take note of the interest rates as they do have a significant impact on how quickly you can make the investments without a situation where the interest costs will be soaring. Currency exchange rate as it plays a significant role in the game in the last few months. It is good to note that a high US Dollar in some instances, can kill the profitability rate in Europe, Latin America and the Asia regions (Grosu, 2011). The vice versa is also evident as a weak dollar can have an opposite impact, making these three areas very profitable. It is important to note that with a high-interest rates and a very poor exchange rate, adoption of a conservative growth strategy is the best option as it bears with the market conditions. An excellent exchange rate with low-interest rates indicates a bull market that is ready for expansion. With the BSG simulation, production is not the only core pare off the game that is entitled to optimization. Marketing and distribution too form a fundamental role in the optimization process (Thompson, Thopson, Stappenbeck, Thompson, Strickland III, Thompson, Gamble, 2002). References Boies, K., Lvina, E., Martens, M. L. (2011). Shared leadership and team performance in a business strategy simulation.Journal of Personnel Psychology. Doyle, D., Brown, F. W. (2000). Using a business simulation to teach applied skills-the benefits and the challenges of using student teams from multiple countries.Journal of European industrial training,24(6), 330-336. Grosu, O. (2011). Business strategy simulation.Economy Transdisciplinary Cognition,15(2), 107. Jahangirian, M., Eldabi, T., Naseer, A., Stergioulas, L. K., Young, T. (2010). Simulation in manufacturing and business: A review.European Journal of Operational Research,203(1), 1-13. Thompson, A. A. S., Thopson, G. J. A. A., Stappenbeck, G. J., Thompson, A. A. G., Strickland III, J. E., Thompson, A. Gamble, J. E. (2002).The business strategy game: A global industry simulation. McGraw-Hill,