ARCTIC MINING CONSULTANTS
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Introduction
This case study focuses on Arctic mining consultants of geological mines, its management and organizational behaviour particularly with much focus on the employees who are coordinated by Parker (Case study). He is experienced in this field since he has worked with headstone installer and prospectors among other companies. He has experience in mineral exploitation, trenching and installation of grid. He wants to enforce these policies to his fellow workers due to his powerful influence without considering their abilities. This is what has resulted to issues of organizational behaviour not being put in consideration in a bid to fulfil his ambitious goals (Theresa, Devansheesh, Andrew & Melanie, 2011). As a manager and project coordinator he fails to communicate effectively since he does not motivate and make decisions jointly with his co workers and instead blames them for lack of meeting targets. This is observed when he keeps lamenting that some of them indeed are not putting enough effort other than seeking to know the root cause of their weaknesses. These negative organizational behaviours have resulted to poor management and decline in commitment of workers as stated by Duan, Lam, Chen and Zhong (2010). This is portrayed when Miller one of the stakers fails to work hard since as much as he works scolding from Parker awaits him. The issue of influence due to his power as a manager and coordinator thus being authoritarian has been noted since he is less supple on his decision to complete the task in a week though he admits it’s unrealistic. Effective organization, group dynamics and stress issues among the employees are also portrayed. This paper focuses on these key issues of management and organization in Arctic mining consultants recommending them to nullify them by appreciating strategies of consolidation, compromise and employee engagement so that efficient communication and leadership can be developed as crucial aspects for the success of this business.
Issues of management and organizational behaviour
Strategy
Every organization has long term anticipations to thrive and expand so that significant development can be noted which the case is for these mining consultants. This has however to be achieved on setting realistic goals after doing a keen SWOT analysis. This business in its bid to thrive has been seen to experience organization behavioural decline. This must be streamlined so that discipline and organizational structure can rhyme with company goals. Fostering good working relationships, empowering and motivating employees and also litheness in decision making also require to be addressed so that a good working atmosphere can be founded. The leadership also has to be much proficient to accommodate the issues of employees and their opinions particularly in decision making.
Structure
The structure of this consultant company is wanting since it fails to incorporate systems for solving divergences and for making decision. This is portrayed by the coordinator who declares that their staking around Eagle Lake will take a week with no opposition. He makes the decision singly but requires it to be followed by the entire team thus a lack of group dynamics. He also remains stringent not to change this decision though even up to the last day was unachieved since it was impractical. Variations and informal conclusion on the efforts put by each employee has been portrayed with Miller and Boyce being stereotyped as wadding behind in finishing their targets without doing a root cause analysis. Parker’s attitude towards these employees is not instilling motivation in them. Features of efficient structures in this association are lacking, these include formalisation in communication, specialisation in what one can do best, centralisation and also decentralising of authority avoiding totalitarianism by Parker in aspects of decision making. Their is thus employee disproportion in dissemination of jobs yet the turnover is expected to be equal, employees are continually dissatisfied and de-motivated thus abridged positive outcomes (DeConinck, 2011).
Change in administration
This issue is seen wanting when Talbot tells their boss Parker that he is too hard on Miller and even proposes to swap their tasks in a bid to show the much effort he was putting. The incompetence is seen when Parker remains obstinate and does not listen to his concerns with the claim that Miller works extra hard. Lack of nullifying these problems makes the culture of the organization weakened. This is portrayed by coercion of Parker towards Miller and Boyce thus a fabricated understanding of the management, stress while negotiating with management, poor communication and employee involvement thus lack of quality outcomes of goals (Habib, 2011).
Values of the organisation
In the aspects of organization’s collectiveness in its values and beliefs and how much they are adhered to then this organizations arrangement is wanting. Such values have been withheld and neglected as evidenced by the lack empowerment of employees through continued admonishment, lack of participation in decision making and ultimately the setting of unrealistic expectations. The values such as time frames, working hours, overtime working and the terms of compensation are lacking in Arctic consultants. This is evidenced by the when the amount of work target dictates the working hours and the coordinator dictates the bonus for overtime working which is unethical and demoralises employees questioning the quality of work (Rego, Ribeiro & Cunha, 2010). This is portrayed by their continued decline in performance with some even not hoping to get the bonus though they worked overtime. This has caused a lack of a favourable working environment with no contentment for the work one does hence poor focus and vision towards its completion.
Culture
This is particularly dictated by the attitudes and behaviour of employees which is very much reflective to how the goals of an organization are realized. Parker dictates autocratically what employees should do on predicting their behaviour proactively. This is however not the opinion of these employees considering they are less experienced thus the cause for misunderstandings and poor communication on how to realize goals. There is lack of communal working due to lack of understanding on the significance of group dynamics.
Decision making
In Arctic mining consultants, decision making is exclusively done by the manager who has great power and influence due to his experience dictating when, what time and how much employees on completing the job will receive. This is what has resulted to poor reflection on the decisions making them unrealistic and not feasible (Peng & Chiu, 2010). A clear understanding on why this project is done hastily is also lacking since the decision on how it was reached can not be comprehended thus an increased lack of commitment causing lack of its completion in time.
Leadership
This is crucial as a compass to the success of a business since it directs the goals and how such goals should be achieved with the collective help of the employees. The features of good leadership which include resilience, the skill of listening and empowerment of employees by instilling virtues of hard work and engaging them in decision making are lacking. This should be addressed by the continued training of employees in this organization in order to acquire such skills. Power dissemination is lacking thus a problem due to tyranny of this leadership as seen in aspects of decision making, perceptions and opinions due to a high degree of influence.
Motivation and job satisfaction
The problems of inequity in job allotting; frequent reprimand by the leadership of these consultants on non performance is the cause for demoralisation in this job. This is shown by Miller who has a carefree attitude on concerning his bonus thus no need to overwork himself yet receive no appreciation for his work. He claims to openly work to get his pay since he has give up on his monthly bonus which they were promised by their boss. He feels he does not qualify for it hence job dissatisfaction since no matter how he tries to work and sacrifice for his work no one appreciates. This among other aspects of poor employee involvement foresaw the lack of completion of this task.
Solutions
The management of this organization should be streamlined so that it takes a consolidative approach. This is going to foresee the embracement of group dynamics and the need to engage employees in decision making. This loom will also help in reconstruction of relationships between the employees and management as in the case of Parker and Miller.
The decentralization of decisions made will help a great deal in involvement of employees in decision making and their communications using formalised strategies strengthening their accountabilities in responsibilities given hence growth of Arctic mining consultants. This will be fostered by a good rapport between the employees and leaders leading better processing of information, its dissemination and ultimately good performance. Delegations of duties will be based on ones ability and will consider equity among employees as precedence. It will also formalise meetings and communication increasing motivation of employees by showing them how significant they are to the company.
Continued collaboration, listening and togetherness of management and employees in this organization will enhance shared goals. This will ensure that Parker and other co workers set goals which rhyme creating enhanced commitment to the goals in order to foresee their realization. This will promote reduced differentiation gap with some employees feeling they contribute much to the success of a company while others do not.
Decentralization of the structure to ensure growth is realized is crucial as this will ensure prior planning and realistic time bound goals are set so that personalities and opinions of a few do not dictate company operations. This will enhance appreciation of employees hence reduced stress associated with proficient leadership at work as in this case study. Using strategies of employee engagement such as collecting information through questionnaires on issues they want changed will motivate then since they will know the management is concerned of their welfare. These changes will foresee the positive growth of Arctic mining consultants.
References
Case study. Arctic mining consultants
DeConinck, B. (2010). The Effects of Leader-Member Exchange and Organizational Identification on Performance and Turnover among Salespeople. Journal of Personal Selling & Sales Management, Vol. 31 Issue 1, p21-34, DOI: 10.2753/PSS0885-3134310102
Duan, J., Lam, W., Chen, Z. & Zhong, J. (2010). Leadership Justice, Negative Organizational Behaviours, and the Mediating Effect of Affective Commitment. Social Behaviour & Personality: An International Journal, Vol. 38 Issue 9, p1287-1296, DOI: 10.2224/sbp.2010.38.9.1287
Habib, O. (2011). The Relationships between Organizational Justice, Confidence, Commitment, and Evaluating the Manager and the Perceptions of Conflict Management at the Context of Organizational Behaviour. Educational Sciences: Theory & Practice, Vol. 11 Issue 1, p241-247
Peng, J. & Chiu, S. (2010). An Integrative Model Linking Feedback Environment and Organizational Citizenship Behaviour. Journal of Social Psychology, Vol. 150 Issue 6, p582-607, DOI: 10.1080/00224540903365455
Rego, A., Ribeiro, N. & Cunha, M. (2010). Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors. Journal of Business Ethics, May2010, Vol. 93 Issue 2, p215-235, 21p, 1 Diagram, 6 Charts; DOI: 10.1007/s10551-009-0197-7
Theresa, M., Devasheesh, P., Andrew, G. & Melanie, W. (2011). Doing Good, Feeling Good: Examining The Role Of Organizational Citizenship Behaviours In Changing Mood. Personnel Psychology,Vol. 64 Issue 1, p191-223, DOI: 10.1111/j.1744-6570.2010.01206.x
