OB arctic mining consulting
In this case study, we see how Tom Parker managed his team for the company Arctic Mining Consultants. Parker his responsable to hiring, training and supervising a team of assistants fields. A project manager made a report to Parker concerning the result of the objective. The team are composed by 3 fields assistants : John Talbot, Greg Boyce and Brian Miller all of them had work before with Parker. The team need to stake a fifteen claims in Eagle lake, British Colombia in Canada : marks a line with flagging tape and blazes along the perimeter each 450 meters who we called "length".
Parker had plan for realize this objective 7 days to accomplish this work. Each of the four staker by consequence need to realize a daily volume of seven and a half lengths if they would to success on this task. The success of this task permitted to the assistants field to win an extra bonus of 300$ each. Fast, problems are detect : Boyce and Millar didn't arrived to respond of the daily objective. We see in this case study how Parker managed the team and how he managed all the behavior for respond to this problem.
SYMPTOMS
At the end of the day Parker are unhappy to the performance of Millar and Boyce who hadn't responded to the daily quota. On his opinion is not really important to give a feedback of this first day thought Millar and Boyce need to "develop their rhythm quickly". We can see here the first symptom of the problem : a first day feedback is important in a team to see if they are subject to problem or how they regarding the task and if for them is realistic to realize objectives.
The second day Parker became really anger when Millar and Boyce announced they didn't realized the quota. Parker chosen to use the theory X of the theory X, Y exposed by Douglas McGregor in the 60's. He prefer to had a leadership more "cold" and "authoritarian". This leadership is not the best one, indeed the assistants fell more stressed, the communication are not
Parker had plan for realize this objective 7 days to accomplish this work. Each of the four staker by consequence need to realize a daily volume of seven and a half lengths if they would to success on this task. The success of this task permitted to the assistants field to win an extra bonus of 300$ each. Fast, problems are detect : Boyce and Millar didn't arrived to respond of the daily objective. We see in this case study how Parker managed the team and how he managed all the behavior for respond to this problem.
SYMPTOMS
At the end of the day Parker are unhappy to the performance of Millar and Boyce who hadn't responded to the daily quota. On his opinion is not really important to give a feedback of this first day thought Millar and Boyce need to "develop their rhythm quickly". We can see here the first symptom of the problem : a first day feedback is important in a team to see if they are subject to problem or how they regarding the task and if for them is realistic to realize objectives.
The second day Parker became really anger when Millar and Boyce announced they didn't realized the quota. Parker chosen to use the theory X of the theory X, Y exposed by Douglas McGregor in the 60's. He prefer to had a leadership more "cold" and "authoritarian". This leadership is not the best one, indeed the assistants fell more stressed, the communication are not