Arctic Mining Consultants Case Study Jacqueline Bryant
ArcticMining Consultants Case StudyJacquelineBryantPfeifferUniversity
ArcticMining Consultants Case StudyDescriptionTomParker was a 43 year old man one who enjoyed outdoor jobs such as ranch hand,steel rigger, headstone installer, prospector and geological fieldtechnician. He also had a high level ofexpertise of nontechnical facets of mineral exploration; claim stalking, linecutting, grid installation, soil sampling, prospecting and trenching. Parkerwas employed by Arctic Mining Consultants and held positions as a geologicaltechnician and field coordinator. Healso acted as a project manager when needed. He was responsible for hiring, training andsupervising field assistants for all assigned company programs. Those who hold a field assistant position arepaid low wages and work up to 12 hours a day.Meals and accommodations are provided for field assistants onassignment.Parker acted as project manager for a jobinvolving staking fifteen claims near Eagle Lake, Alaska. He selected three men that were twice asyoung as him. These men had previouslyworked with him on other projects as field assistants. They were named John Talbot, Greg Boyce andBrian Miller. Parker projected it wouldtake seven days to install the fifteen claims that would require sixty miles ofline. That would require each man tocover seven lengths each day. Lengths equaled approximately 500 yards.Day 1The crew drove to Eagle Lake and was flown to the claimsite by helicopter. They mapped and discussed plans to oversee and complete thejob. Parker told them the job would becompleted in seven days if each of them claimed seven and a half lengths a day.He also shared with completion of thejob in seven days; a bonus of $300 would be given to each man.
Day 2All crew members did not complete required number oflengths. Miller and Boyce completed six lengths while Parker and Talbotcompleted eight lengths. Parker did notconfront Miller and Boyce on their shortness of lengths.Day 3All crew did not complete required number oflengths. Miller completed five and ahalf, Boyce four, Talbot seven and Parker eight lengths. Parker timely completion allowed him time toreview Miller and Boyce claim stakes and return to his site for helicopter pickup. Parker blasted Boyce and Miller fornot completing required number of lengths.Boyce told Parker he was slowed down in his area because of thick underbrush. Miller shared he did the best he could andwould try harder the following day.Parker did not accept any excuses for incompletion of assignments.Talbot talked to Parker in regards to the crew members not meeting the quota oflengths. Talbot told Parker he was beingtoo hard on them as he had only met his quota of lengths by luck. Talbot volunteered to help Miller byswitching areas with him. Parker did notagree with Talbot and denied the request.Parker stated Miller needed to work harder.Day 4Miller and Boyce increased number of completedlengths. Miller completed seven andBoyce completed six and a half. Parkerand Talbot completed eight lengths.Parker was uncommunicative with the field assistantâs production.Day 5All crew men did not completed required number oflengths. Miller and Boyce completed sixlengths while Talbot completed seven and a half and Parker eight lengths.Parker blasted Boyce and Miller with intense attack on Miller. Parker attacked Miller with accusations of notfollowing instructions and doing what was promised. Parker told Miller he should have never takenthe job if he wasnât willing to do the job. Miller informed Parker he was doinghis best as he was working through lunch.He also told Parker he did not know how he could do any better. Parker replied that he needed to work harderand with more effort to get the area completed.Miller shared with Boyce his frustration of getting fussed at all thetime and would quit the job if he did not have to walk fifty miles to thehighway. He also shared he needed thebonus money. Miller asked Boyce whyParker did not attack him being he did not complete required number oflengths. Miller noted Boyce usuallycompleted less than he completed. Miller suggested Boyce to work harder to helpdeflect Parkerâs attention on him. Boycereplied he only worked as hard as needed.
Day 6Miller ate breakfast quickly and was the first to bedropped off by the helicopter to assigned site.He also scheduled to be the last for pick up. All men completed the required number oflengths. Miller completed eight and aquarter lengths and Boyce completed seven.Talbot and Parker completed eight lengths each. Parker was uncommunicative with the fieldassistantâs production.Day 7Miller was first to be dropped off at assigned site andlast to be picked up. He workedtirelessly to exhaustion. In a hopelesstone, he shared he worked like a dog and only completed six lengths despite hisbest efforts. Boyce completed five lengths while Talbot completed seven a
ndParker seven and a quarter lengths.Parker was angry and shouted thirty four lengths would have to becompleted the following day to be on schedule.He directed his anger to Miller accusing him of letting the team down bynot completing his work. He proclaimed to Miller excessive time was wasted withhis technique to perfect the claim post. Parker stated Miller was not workingsmart which was the reason he was not able to complete his work.Day 8Each man was to complete eight lengths. Parker told the men to help each other ifneeded upon completing their eight lengths.Parker assigned himself ten lengths.Miller developed a defeated attitude after only completing three lengthsby noon knowing he would receive a verbal attack from Parker. He remindedhimself he would at least get an extra days pay because the job would not becomplete. He took a lunch break andrested completing a total of five and a half lengths. Boyce completed seven and a half with thehelp of Talbot. Parker completed ten anda quarter. Parker was furious withMiller for not completing the eight lengths. Two and a half lengths remainedwhich were completed the following day.Miller never worked for Arctic Mining again though he was offered jobs multipletimes by Parker. Boyce workedsporadically for Arctic Mining while Talbot was a full time employee.Diagnosis
PrescriptionActions
MICHAEL SIMPSON CASE STUDY
Motivation?Case:?Michael?Simpson?
Michael Simpson isone of the most outstanding managers in the management consultingdivision of AveryMcNeil and Company. He is a highly qualified individual with a deep sense ofresponsibility.Simpson obtained his MBA 2 years ago from one of the leading northeasternschools. Beforegraduating from business school, Simpson had interviewed with a number ofconsulting firmsand decided that the consulting division of Avery McNeil offered the greatestpotential forrapid career progression. Another contributing factor to his accepting the jobwasthat he genuinelyliked the people he met during the interview.
Simpson wasrecently promoted to manager, making him the youngest manager at the consulting
group. Two yearswith the firm was an exceptionally short period of time in which to achievethis promotion.Although the promotion was announced, Simpson had not yet been informed ofhis new salary.Despite the fact that his career had progressed well, he was concerned that his
salary would besomewhat lower than the current market value that a headhunter had recentlyquoted him.
Over dinner onenight, Simpson said to his wife Diane that he was amazed to hear about thesalaries beingoffered to new MBAs. Simpson commented, âI certainly hope I get a substantialraise this time, Imean, it just wouldnt be fair to be making the same amount as recent graduates
when Ive been atthe company now for over two years! Id like to buy a house soon, but withhousing costsrising and inflation following, that will depend on my pay raise.â
Several dayslater, Simpson was working at his desk when Dave Barton, a friend and acolleague,came to Simpsonsoffice. Barton was hired at the same time as Simpson. Barton told Simpson,âHey Mike, look atthis! I was walking past Janes desk and saw this memo from the personnelmanager lyingthere. She obviously forgot to put it away. Her boss would kill her if he foundout!âThe memo showedthe proposed salaries from all individuals in the consulting group that year.Simpson lookedover the list and was amazed by what he saw. He said, âI cant believe thisDave!Walt and Rich aregetting $2,000 more than I am.â
Walt Gresham andRich Watson had been hired recently. Before coming to Avery McNeil, theyhad both workedone year at another consulting firm. Barton spoke angrily, âMike, I knew thefirm had to paythem an awful lot to attract them, but to pay them more than people above themis ridiculous!ââYou know,â replied Simpson, âif I hadnât seen Walt and Richs salaries, Iwouldthink I wasgetting a reasonable raise. Hey listen Dave, lets get out of here. Ive hadenough tothis place for oneday.â Dave replied, âOkay Mike. Look itâs not that bad; after all, youregettingthe largestraise.â
On his way home,Simpson tried to think about the situation more objectively. If the divisionwished to continueattracting MBAs from the top schools, it would have to offer competitivesalaries. Startingsalaries had increased about $3,500 during the last 2 years. As a result, someoftheless-experienced MBAs were earning nearly the same amounts as others who hadbeen withthe firm forseveral years but who had come in at lower starting salaries, even though theirpayhad been graduallyincreased over time. Furthermore, because of expanding business, the
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