1) Three obvious musical hit point:

The first hit point is when the clock turned 11:15 and the music started to shift to a clock-
ticking sound one, the second hit point is the two second obvious hit point was when the boy
was trying to open up the car and tried pulling the lever, and the frequency of his pulling
matched the drum rolls music in the background. The third one is a bit to find, I think at 3’54
the shot was cut to the track switcher the music changed into a louder and deeper one to show
the presence of a solution.
2) Examples of how music creates tension:
The first example was when the continuity of the functional music accompanied the scene
when the kids opened the book, and then the music’s tempo started to speed up when the kids
looked outside of the window to build up the tension.
The second example is where the kids were working together to build the tool to pull the track
switcher, there was a steady, fast tempo music soundtrack in the background, indicating the
situation is very urgent and then when they tried to shoot out the tool again, more orchestra
sounding music came in to push the suspension into extreme.
3) Diegetic music:
The very short diegetic music appeared when the girl accidentally hit the button that plays the
music in the car and it sounded like a sing choir singing something cheerful, like a festive
song in a children singing group, it has fast tempo and cheerful melody which is in contrast
with the tension that is going on in the movie.
4) Reply to one
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Responses:
Hi Ryan, I think it is interesting that you give a framework on how the benefits of social media
can bring to the social interaction. You mentioned how its impact could differ in different scope of
audiences and I found that rather insightful. Since you mentioned how it could benefit the
communication in a small circle, I couldn’t help but think, isn’t this also a good thing that is
happening to the social interaction in general? Because the smaller groups now have their own
linguistic features and isn’t it in a way further developing the diversity of the ways to connect and
interact with people in general? Aren’t “inside jokes” signs of closely knitted social fabric that
brings people closer into one circle?

Hi Alyssa,
I agree with your observation of how the language used on social media allows people to interact
even further in a more closely related way. What I found interesting in your post is that you didn’t
only mention the linguistic effect but also the social effect it can have on people in society,
especially youngsters, I like how you think that people are encouraged to explore their identities
online by sharing their lives with others and make more friends.

Hi Rosemarie,
I found your observation of the hit points interesting. I also suspected that there are a lot of
different hit points in this clip and we can have different interpretations of when exactly the music
matches the movement, I also didn’t catch the music when Count Olaf was in the store and I must
say that was a very astute observation, I really should rewatch it and try to find where it is !

a. Explain:
As Harding (2015) suggests, a leader's charisma does not stem from the leader himself but exists
in the minds of the followers who perceive the leader as charismatic. He also pointed out that it is
the interaction between the followers and the leaders affect how a leader is regarded, and the
context is very important. Therefore, this consitutes the construction theory where the idea of
"leadership" emerges when the followers construct their experiences in terms of leadership
concepts (Meindl,1995).
b. Illustrate
During the time I was having my internship. My boss, or the leader of the Company, constantly
reminded the employees that he was the authority, and that he was a good leader to all of us, he
insisted we should be grateful that he gave us the opportunity to learn and work and make money.
In fact, none of the workers appreciates him or perceived him as a leader just because he said so,
for his interaction and his communication with the employees are arbitrary and sometimes
inappropriate like calling employees out of the working hours and require them to extend their
working hours without compensation.
c. Reflect:
If he had known that leadership doesn’t establish in the mind of leaders but in the mind of the
followers, he wouldn’t spend so much time and effort trying to explicitly claim his leadership,
rather, he should prove his ability by contributing to the teamwork and lead the team in a more
efficient way.

a. Explain:
I want to talk about the effective follower and the passive flower. In Kelly (1998)’s research,
the effective follower is perceived as both critical, independent, and active in behavior, they
can handle the change and put forward their own views and make actions of leadership often,
they are called the “Stars”, where as the passive followers don’t engage with critical thinking
nor do they take concrete action, they are “the sheep”(Kelley, 1998).
b. Illustrate:
In the last team project, I was in, I consider myself an effective follower, I would help orient
the team progress and proactively participate in all the group meetings and give constructive
advice on how our project should be done. There was one team member who was passive and
he was reluctant in participating nor did he show any initiative or responsibility. Because of
him, his part was always behind schedule and other members need to fill in for him.
c. Reflect:
The effective followers like me in the team can help the team be more efficient and more
productive with great contribution from those members and push forward the work on a ready
agenda, whereas the passive followers would have a negative impact on the team and results
in a over-controlling or blame-oriented culture in the team where the morale of the team can
not be properly boosted.

a. Explain:
 To answer this question, the choices within the followership styles model would be the
conformist follower and the alienated follower. According to Robert E. Kelley (1998),
conformists refer to the type of followers that doesn’t engage themselves enough in the
teamwork using sufficient brain power. Despite their participation, the don’t question the
decisions and will try their best to avoid any conflicts, they are the “Yes-People”; whereas the
alienated followers have very low participation and think critically and freely and question the
decisions and actions of team leaders (Kelley, 1998).
b. Illustrate:
In one group project I was working on with other team members, there was one conformist
who seemed very busy with all her other school work and never gave any constructive
suggestions to the team, although she was in the group, she never voiced her opinion on our
disagreement and was not actively contributing. Another team member was the alienated
follower, he had signed up for the class twice and still didn’t pass but he thought because he is
older he had “more insights” about the projects, and he always felt reluctant to do what the
team leader said.
c. Reflect:
The conformist follower didn’t harm the teamwork but didn’t contribute to the innovation
either, whereas the alienated follower should have participated more into the group and
contribute his own ideas and own insights to the group rather than keeping them to himself,
which lowered the team efficiency.

a. Explain:
Team cohesion, also known as the Group cohesion, refers to the interpersonal bonds that hold a
Group together (Levi, 2014). Suggested in the same research (Levi, 2014), members of a cohesive
team are more likely to accept the group's goals, decisions and norms and have higher possibility
in achieving better team Performance.
b. Illustrate:
In a past team Project I was in, I could see that our Group had relatively high cohesion because it
was a smalll Group and the Group members all know each well and had similar goals in achieving
the team final task, and according to Levi (2014), cohesiveness in the Group increases when the
team in successful in task.
c. Reflect
In a future project, I would continue to actively communicate with the team members and
establish mutual initial goals and get to know each other before the task starts, for building good
relationship with the team members and communicate in time can increase the group cohesion, but
at the same time, I will also be aware of the possible drawbacks of high level of cohesion for it
will make the members will tend to then agree to a decision not because they think it is good but
because they don’t want to the damage the relationship with each other.

a. Explain:
Social loafing is the phenomenon of a person exerting less effort to achieve a goal when he
works in a group than when working alone, in other words, to slack off (Thompson, 2015).
 Production Blocking occurs when group members do not express their ideas because others
are presenting the ideas they wanted to present, it is an example of coordination problem
(Thompson, 2015).
b. Illustrate:
In one group project I was working in, it was an assignment of giving team members a
collective paper to work on, each member is responsible for one part of the paper, and one of
the members was a very outstanding student with good individual academic performance, but
what he wrote was so much worse then what he could have written with more efforts, for he
thought it was a group project so his part didn’t matter. Another problem is that I saw another
team member wrote the ideas I wanted to write and there are many parts that overlapped, so I
had to pick some new topics.
c. Reflect:
In retrospect, I could have communicated with my team members earlier to make sure we
have picked different topics and case studies, and it would also be more efficient if we told
that team member that the collective work matters to all of us, so it is not his effort that he was
slacking off, it was our group interests as well.

a. Explain:
According to Dubrin (2016), a figurehead is the leader or high-ranking managers that spent
some part of their time engaging in ceremonial activities, or acting as a figurehead. A
negotiator, the role in leadership where the manager or leader tries to make deals with others
for needed resources (Dubrin, 2016). A team builder is a key aspect of a leader’s role for it is
required to build and effective team.
b. Illustrate:
A figurehead role aims to make oneself available to outsiders as a representative of the
organization, and entertains clients or customers at gatherings (Dubrin,2016). For example,
Mark Zuckerberg is the figurehead of Facebook. A negotiator role entails bargaining with
superiors for funds, facilities, equipment or other forms of support, and a team builder ensures
that team members are recognized for their accomplishments (Dubrin, 2016). In my last team
project, I served as the role of both negotiator and team builder, I bargain with our supervisor
for more financial support on our project, and the bonus of the funding was used to give to the
team members to boost their morale.
c. Reflect:
These roles and functions can contribute to the further practice of building leadership of my
own with the understanding of how to sufficiently communicate with the external sources and
ask for more support and benefits for the group, the main objective is to think about the team
members and recognize their contributions.

a. Explain
As Hogan et al (2009) suggests in his research on bad leadership, there are two major causes
that lead to the derailment: (1) Problems with interpersonal relationship, and (2) Inability to
change or adapt during a transition (Van Velsor & Leslie, 1995), which reflect the two factors
on the diagram: relationship problems, and unable to adapt & implement change.
b. Illustrate:
I once had a short period of internship for an online platform, the leader of that platform had
problems with interpersonal relationship, he first appeared to be very kind and open, but every
time when it comes to communicating on team project, he always rejected the ideas of others
and asserted his own ideas, and when we conform to him he then accused us of not
contributing to the team, he used inappropriate language and never expressed satisfaction in
our work, when we proposed he changed the structure of the team or change his orientation,
he would be very angry and snapped at us for proposing.

c. Reflect:
The impact he had on the group and other team members was immense, several interns were
crying and depressed for how useless he made them feel, and the interns and other workers
even formed a chat group without his presence just to bad mouth him and hoped to get out the
platform soon. This reminds me of the importance of interpersonal skills a leader possesses,
he had no clue that his relationship with others were disastrous and he was stubborn to
change. I seek to never be that kind of leader or work for that kind of leader ever in my life.

There are three types of conflicts in team conflict, task, process and interpersonal conflict (West,
2012), amongst which the task conflict is when the members of the team disagree or have conflict
on how the task should be done, for example “how a product should be launched” (De
Dreu,2001). However, I would still encourage the task conflict because it is a reflection of the
team diversity and a good way to convey different opinions on about how to better fulfill the task,
and this is a good source of excellence, quality and creativity (West, 2012).

In past groupwork I participated, we encountered a task conflict in the team. I suggest we go with
the topic that other groups are less likely to choose because it was relatively more uncommon and
a more difficult topic, so that we can differentiate our group with other groups. However, the team
wanted to choose the easier topic so that we could make sure that the resources are abundant and
we should go for a “safer choice”. At the end, we made a compromise by choosing the easy topic
but illustrate from a different perspective so that the presentation would not overlap with other
groups.

My reflection on this team conflict is that, if there is no task conflict in a team, there will be less
innovation and creativity, However, if the team has excessive task conflicts, it would undermine
the team efficiency and damage the members relationships (West, 2012).

it would lead to the "controlling" or "monotone" of the team Project where the decision was made
by one or very few members, this will lead to more team members being comformists and have no
innovation, creativity or diversity at all. if a team had too many task conflicts, it would have a
negative effect on the effectiveness of the team and possibly harm the relationships amongst the
Group members.
Explain:
According to Levi (2014), “Evaluations and Rewards” is one of the strategies to boost the
motivation of the team, he notes that in order for the teamwork to be successful, team members
must feel responsible for both their own work and that of other team members, and the group
goals and reward system could encourage the sense of responsibility; on top of that, the reward is
necessary to encourage commitment and incentives. In terms of the strategy of “commitment and
cohesion”, it means that the more people value membership, the more motivated they are, and the
increased sense of commitment can improve the group’s cohesion, which will result in better
group performances (Levi, 2014).

When I was interning for an online platform, the leader just wanted to exploit the interns by not
giving them rewards and evaluation in any form and simply told us that it was a good opportunity
for us to learn and that we should be grateful, as a result, the motivation of the employees and
interns were greatly damaged, most of them could not last for a month and they all resign after the
high stress of the work with no reward. Had the leader known about these two strategies, he would
implement more rewards and he would design the tasks to be fun, so that members like the task,
enjoy working together, and take pride in the team performance, and have a greater sense of
commitment.

According to Contu (2012) there are five features of the team discipline, the two features I want to
discuss are the “specific goals and performance objectives” and the “mutual accountability”. As
suggested by Contu (2012), a high-performing organization requires a clear strategy that entails
goals and objectives, and to make sure the performance of the organization meets the goals and
objectives, there need to be mutual accountability making sure that every member knows their
responsibility and liability.

In a past teamwork experience, the “specific goals and performance objectives” was not efficiently
implemented, because when we were assigned as a team together, the team members didn’t know
each other, and it was a presentation that only accounted for 10 percent of the grades, so a lot of
team members didn’t care about the project, but some of the others valued it greatly because they
wanted to get an A in their final grade. This had made the final result look bad for some of them
made effort and a lot didn’t’, and when it was the time to ask for accountability for possible
remedy and asked the teacher for partial credit, the teacher said that the responsibility should be
divided in group and if we failed to do that, it was also our responsibility to not being responsible
as a team.