Download - Arctic Mining Full
![Page 1: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/1.jpg)
ARCTIC MINING CONSULTANTS MGT 700
CASE STUDY: Arctic Mining Consultants
Summary
Tom Parker, 43 works as geological field technician and field coordinator with
Artic Mining Consultants. He specialized in all non technical aspects of mineral
exploration, including claim staking, line cutting and grid installation, soil sampling,
prospecting and trenching. He is responsible for hiring, training and supervising field
assistant. Parker did a job that staking 15 claims near Eagle Lake, Alaska with his former
field assistant, John Talbot, Greg Boyce and Brian Millar. To stake claims would
required almost 60 miles of line in total. Each of the four stakers needs to complete seven
lengths each day in total of seven days. On day one, they discussed the job and divided
the works equally which each person need to complete seven and a half lengths per day.
There is also bonus $300 if they finished the works in time. Day two, Millar six lengths,
Boyce six lengths, Talbot eight lengths and Parker eight lengths. Day three, Millar five
and the half lengths, Boyce four lengths, Talbot seven lengths and Parker eight lengths.
Parker gets anger and shouted at Boyce and Millar because of their poor performance.
Boyce’s problem is he was slowed down by unusually thick underbrush in his assigned
area and Millar promises to pick up the pace. Day four, Millar finished seven lengths,
Boyce six and half lengths, Talbot eight lengths and Parker eight lengths. Parker grunted
uncommunicatively. Day five, Millar six lengths, Boyce six lengths, Talbot seven and a
half lengths and Parker eight lengths. Parker again blew up but focusing on Millar. Then
Millar comment to Boyce that he hates to be dumped and wondering why Boyce never
get blame. Day six, Millar raced through breakfast, the first one dropped off by helicopter
and arranged to be last one to pick up. The result is Millar eight and a quarter lengths,
Boyce seven and half lengths, Talbot eight lengths and Parker eight lengths. Day seven,
Millar six lengths, Boyce five lengths, Talbot seven and Parker seven and quarter lengths.
That night Miller collapsed in an exhausted heap, too tired. Parker blaming Miller for
never finishes the tasks and too much wasting time and not works smart. Day eight,
Parker instructed each assistant to complete eight lengths and promises to finishes the
other ten lengths if they finished early. At noon, Millar do his best but only finished three
1
![Page 2: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/2.jpg)
ARCTIC MINING CONSULTANTS MGT 700
lengths. He gave up and thought there is no point to finish the job. At night, Parker livid
when Millar reported that he had completed five and a half lengths. Parker completed ten
and a quarter lengths, Talbot eight lengths and Boyce seven and a half lengths. Millar
balance work finished the next morning and then the crew demobilized. After that Millar
has never worked for Artic Mining Consultants again. Boyce sometimes staking and
Talbot works as full time with the company.
The chronology of the project:
Symptoms
2
![Page 3: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/3.jpg)
ARCTIC MINING CONSULTANTS MGT 700
1. Communication
Good communication is important for both sides in order to make sure everything
will be done correctly and satisfied both party. In this case, there is only one way
communication between parker and his workers. Parker is a person that likes to
command and scold his workers if they did not get what he wants but never want
to know what exactly the problems and situation that occurs to his workers.
Parker also cannot accept any suggestions from his worker because he always
thinks that he is right. For example, in day 3, Talbot had suggested that he want to
switch the area with Millar to help Millar perform better but Parker rejected. So
with such communication, it is very hard for Parker to create win-win situation
between he and his subordinates. That is why things were going poor till the end
of the project.
2. Pressure and stress
From the case, we can see that how pressure and stress mixed together that lead to
this problem. Parker had pressure his workers so much in order to make sure they
get at least seven and a half length per day. When his workers cannot reach the
target, he will shout, scold and keep pressure them especially on Millar. Even
Boyce got less than Millar, Parker never scold him. This make Miller stressed
because he do not know why he is the only one that was blamed and scolded.
Miller worked so hard. He was the first in the site, do not take the lunch and had
collapsed because of tired. When Miller reached the target, Parker never praised
him or gives motivation to him. Miller become more stressed and starts to feel
down and thus affects his performance.
3. Capability
3
![Page 4: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/4.jpg)
ARCTIC MINING CONSULTANTS MGT 700
Capability is the quality or talent of being capable to do a job or ability to perform
actions. In this case, we can see that only Parker that have real capability to do the
job because he always reach the target that he want. For others, they may have the
capabilities but maybe is not enough to do the job. That is why their performances
are still below par even they tried so hard to finish it. Because of that, Parker must
hire people that really suitable for the job rather than hire his friends.
Problem Analysis
4
![Page 5: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/5.jpg)
ARCTIC MINING CONSULTANTS MGT 700
1. Teamwork
This problem first related to the teamwork. First it needs to know that
organization work as a team or group. Here, in this case, it is sort of informal
group. It is unofficial and emerges to serve special interest. Under the group there
is classified as friendship groups that emerge through personal relationship or
special interest within organization. Teamwork is work performed by a team. The
quality of teamwork may be measured by analyzing the effectiveness of the
collaboration in the following ways which are communication, coordination
balance of contributions, mutual support, effort and cohesion. The case shows that
the group lack of these elements.
From the case study, it found that they do not have a good teamwork. His friend,
Talbot is consistent with his job and able to catch up with the target. But
unfortunately, he did not persuade his teammates to be like him although at
certain incident he volunteered himself to switch place with Millar on day 3. The
group members do not take serious in delivering the task. They do not put much
effort in completing the task. Only Parker meet the objective of seven and half
lengths compare to other teammates. They left Parker alone struggling to finish
the job on target.
2. Leadership
Second problem related to leadership style. From the case study, it can be
concluded that Tom Parker type of leadership is authoritarian. All decision-
making powers are centralized in the leader. This leader does not entertain any
suggestions or initiatives from subordinates. This style describe leaders that tell
their employees what they want done and how they want it accomplished, without
getting the advice of their followers. Parker should use an authoritarian style by
relying on several condition which are first, a new employee who is just learning
5
![Page 6: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/6.jpg)
ARCTIC MINING CONSULTANTS MGT 700
the job, second, the leader is competent and a good coach, third, the employee is
motivated to learn a new skill and finally the situation is a new environment for
the employee.
Tom Parker was being too strict in dealing with the situation. He easily get mad
when his field assistants namely, Brian Millar and Greg Boyce unable to meet the
target. He also refused to accept Talbot’s idea of switching place with Millar.
Parker should consider several factors before taking any action to his field
assistants. He should make a close and frequent monitor on their performance
day-to-day. Purpose of having monitor is in order to observe a situation for any
changes which may occur over time. If there is a problem whether the employee
itself or the environment, corrective action can be made as quick as possible.
Here, Parker is not a good coach since he is unable to guide his assistant
efficiently.
3. Motivation
Third problem is in term of motivation. In order to motivate employee, we need
the element of reward and appreciation. This is to express recognition to the
employee on the task that had been successfully done. Based on the case study,
Tom Parker had already mentioned regarding reward of $300 bonus each for
completing the task. It is good as reward will motivate people. But reward in term
of money just not enough. It needs sense of recognition in order to boost
employee’s inner self. Here, Parker did not appreciate his field assistants when
they performed well. For example, it this case, Millar able to complete production
with eight and a quarter lengths which higher than other colleagues even better
than Tom Parker. Unfortunately, Parker remains silent. No such appreciation
came out from his mouth. This will under motivate Millar to work harder and
maintain the performance for the next day. As a result, he only managed to get six
lengths and it is believed that exhausted is not just the only reason why he unable
6
![Page 7: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/7.jpg)
ARCTIC MINING CONSULTANTS MGT 700
to score higher. One of the factors is lack of motivation or appreciation from his
superior, Tom Parker.
4. Conflict
Last problem is regarding conflict among people. Conflict occurs when parties
disagree over substantive issue or when emotional antagonisms create friction
between them. In other word, it is an actual or perceived opposition of needs,
values and interests. Conflict as a concept can help explain many aspects of social
life such as social disagreement, conflicts of interests, and fights between
individuals, groups, or organizations. Conflict faced by them is emotional
conflict. It involves interpersonal difficulties that arise over feelings of anger,
mistrust, dislike, fear, resentment and others.
From the case study, it is clearly stated that Tom Parker practiced discrimination
and treat the employees unfairly especially towards Brian Millar. Although both
Brian Millar and Greg Boyce performed below the target, only Brian Millar was
got scolded by Tom Parker. Moreover, Greg Boyce had the lowest lengths on that
day Tom Parker scolded Millar. From the situation, Millar started to blame
Boyce. He argued why Boyce did not get scolded by Parker even though he gets
better than Boyce. And by the same time, Boyce get job done less and lesser. The
discrimination starts to have the impact when Boyce’s performance had not
improved. It is because he assumed that Parker discriminate and didn’t pay any
attention to him so that his performance never been improved. He never get better
than others. Conflict start to arise right after the above event occurs. It can be said
that interpersonal and intrapersonal conflict had occur. Intrapersonal conflict
occurs when a tension experienced within the individual due to actual or
perceived pressures from incompatible goals. Then interpersonal conflict arises
from intrapersonal conflict. It is a conflict occurs between two or more
individuals in opposition to each other. There are a debating and blaming each
other on certain issue relating to job.
7
![Page 8: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/8.jpg)
ARCTIC MINING CONSULTANTS MGT 700
Recommendation
1. Teamwork - improving team communications
Teamwork is work performed by a team. The quality of teamwork may be
measured by analyzing the effectiveness of the collaboration in the following
ways: communication, coordination, balance of contributions, mutual support,
effort, and cohesion. In order to develop an excellent teamwork, they must have
an effective communication. Communication is a process whereby information is
enclosed in a package and is channeled and imparted by a sender to a receiver via
some medium. In order for a team to be effective and high-performing, the
interaction pattern and communication network should fit well with the task at
hand. In fact, one of the most common mistakes discovered during teamwork is
that teams do not communicate well to each other. When task demands require
intense interaction, this is the best done with decentralized communication
network. Everyone in the team communicates as needed with everyone else. The
information flows back and forth constantly, with no one person serving as the
centre point. This would create an interacting team in which all members
communicate directly and share information with one another. For this case,
Millar should communicate with Parker and tell him the condition that he has
being through for all the days as regard to achieve their team’s target. Millar also
should present his working performance throughout the project and compare to
other team members performances. Millar should deliver his dissatisfaction
against Parker’s leadership style and try to discuss among team members on how
to overcome the problem.
2. Effective leadership
Leadership has been described as the process of social influence in which one
person can enlist the aid and support of others in the accomplishment of a
common task. There are several ways for Parker to be an effective leader. Firstly,
8
![Page 9: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/9.jpg)
ARCTIC MINING CONSULTANTS MGT 700
care for his team and stay close to them. Secondly, inspire his team for example
set objectives for each team member. Thirdly, review the performance of each
team member. Have a review session where he assess performance, give feed-
back and agree future objectives and training. Next, thank and praise constantly
and that will be appreciated by team members. Besides, communicate constantly.
Don't assume that team members know what he is doing, still less what he is
planning or thinking. Moreover, delegate work. He doesn’t have to do everything.
Develop his team members by training them to do more and trusting them to take
over some of the things he has been doing. Furthermore, empower. A really
effective leader sets clear objectives for his team members, but leaves detailed
implementation of these objectives to the discretion and judgement of individual
members of the team. Next, really listen and accept honest criticism. Lastly,
constantly revisit and review the performance of his crews.
3. Motivation - build intrinsic and extrinsic rewards
Intrinsic rewards are psychological rewards that employees get from doing
meaningful work and performing it well. Focus conversations on meaningfulness,
choice, competence and progress. There are four types of intrinsic rewards and
how the crew views them. Firstly, sense of meaningfulness where this reward
involves the meaningfulness or importance of the purpose you are trying to fulfill.
Secondly, sense of choice where they should feel free to choose how to
accomplish your work. Thirdly, sense of competence where they should feel that
they are handling their work activities well. Lastly, sense of progress where they
are encouraged that their efforts are really accomplishing something. Extrinsic
reward is a positive outcome that is obtained by performing work but which is
separate from and not inherent to the work task. Parker did gave the extrinsic
reward which is awarding a cash bonus for $300 if the job done in time. Actually,
bonus reward is not necessarily enough for Parker to motivate their crew. He
should praise and recognition them for their works and try to motivate them in
9
![Page 10: Arctic Mining Full](https://reader036.vdocuments.us/reader036/viewer/2022082604/553cad174a795951348b4a0b/html5/thumbnails/10.jpg)
ARCTIC MINING CONSULTANTS MGT 700
order to work harder thus to complete the job in time. From that point, their crew
will be more motivated and feel being appreciated in what they have done.
4. Conflict management
Conflict is actual or perceived opposition of needs, values and interests. A
conflict can be internal (within oneself) to individuals. Conflict as a concept can
help explain many aspects of social life such as social disagreement, conflicts of
interests, and fights between individuals, groups, or organizations. In this case,
Millar and Parker should manage their conflict in order to overcome the
disagreement between both of them. Firstly, regularly Parker as a leader has to
review job descriptions and get his crew’s input to them. He should write down
and date job descriptions to ensure the job roles don't conflict and no tasks "fall in
a crack". Secondly, intentionally build relationships with all crews. Conduct a
meeting in a day and ask about accomplishments, challenges and issues. Thirdly,
develop procedures for the tasks and include the crews’ input. Have crews write
procedures when possible and appropriate. Get their review of the procedures.
Distribute the procedures. Train the crews about the procedures. Regularly hold
management meetings to communicate new initiatives and status of current
project. Last but not least, he should consider his crew’s suggestion.
10