In the Threshold Team Competitor, a simulating program that manages details of a small manufacturing company, the class was broken into 13 small groups who competed against one another in a simulation. The goals of the simulation were for the groups to develop decision-making skills in financial management, human resources, marketing, research, and inventory control. Our company goals were to be ranked in the top three performers in the simulation, to have a sizeable market share, to have a high quality, and a high demanding product. Our mission was to establish our company as the premier purveyor of the finest plastic products in the industry. Our ability to identify essential signs of growth and loss of income, then basing our decisions on our analysis of reports from the previous quarters can make our company successful.

             Managerial duties and roles were shared among all members of the team. Decisions and ideas were introduced by individual team members and then debated and by the team, then implemented if a majority agreed with the plan. Usually a team member would present an idea, showing data and his reasoning for implementing it into the company. In order to get his idea approved the submitting team member usually has to compromise on how the idea is to be implemented or on certain aspects of his idea or plan. All of the companies" planning and strategies were formed using this method of team-based decision-making. .

             We felt that the company and the inputs required for Threshold Competitor were small enough to be shared by the entire group. The group also felt that using a team based decision-making style would be the best way to determine the will of the group (Daft 41-42). We felt that if we gave each individual total control over certain aspects of the company, it had the possibility of forming two types of negative results. First, a member might be unfairly saddled with an aspect of the company that might prove to be more difficult and time consuming than others.