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Portfolio Introduction

Chapter I change management

1. Introduction

" Remember that we cannot become what we need to be, by remaining what we are"(Depree,
1987). Change is necessary for all organizations, no matter what is the industry, size, and age.
Our world is changing rapidly, and organizations must adjust accordingly. Organizations that
deal with change effectively will thrive, while those that do not may struggle to survive. The
change management process was introduced to help the organizations successfully implement
strategies and methods for effective change and assisting people in accepting and adapting to
change. One of the most leading organizations in the MENA region in the healthcare sector is
AMICO company; it had technology, structure, and infrastructure changes in the last decade.
This research aims to analyze two types of changes using ADKAR change management model,
applying its tactics and KPIs to find out the gaps and recommend a solution to
fulfill them. Through this research, the change management process and its models focusing on
the ADKAR model will be discussed and used to analyze two changes in the case organization
to find the gaps and recommend solutions for the identified gaps. The case organization profile,
literature review, case analysis, and finally, the recommendation and conclusion will be
addressed.

2. Case Organization Profile

The case study for this research is AMICO company, a leader in healthcare services in the
MENA region, AMICO Group dealing in sales, service engineering, marketing, and professional
support solutions for medical devices. AMICO specializes in the following clinical therapies and
products: neurology, laser therapies, medical imaging, sonography, orthopedics, arthroscopy,
sports medicine, spinal surgery, cosmeceuticals, ophthalmology, optometry, and vision care.
The company has branches in 13 countries in the MENA region and employs 1,000+ people with
direct operations from 22 offices. AMICO Group was founded in 1984 and is headquartered in
Dubai, United Arab Emirates (Group, 2021).
AMICO had a lot of changes during recent years, such as :
 Technological change: changing the system from AXP to SAP.
 introducing new products to the market
 implementing the call center
 moving the headquarter from KSA to UAE

3. Literature Review

1Change management process.

Definition
Change management is applying a structured process and set of tools for leading the
individual side of change to achieve the desired business targets. Change management is
both a process and a competency (Hiatt, 2006).
Change management happens at three levels: individual, project, and organization (Hiatt,
2006).
Effective change process framework.

According to Lewin’s force field model (McShane and Von Glinow, 2009), effective change
occurs by unfreezing the current situation, moving to the desired condition, and then
refreezing the system so that it remains in this desired state.

Figure 1 Lewin’s three phases of planned organizational change

Schermerhorn, J. et al. 2013. Management, 12th Edition: John Wiley and Sons.

Figure.1 is showing the needed actions for implementing every phase in the change process.
Steps for leading organizational change.

The following steps are essential for leading organizational change(Schermerhorn, Davidson
et al., 2013).
 Establish a sense of urgency for change.
 Gather a powerful coalition to lead the change.
 Create and communicate a change vision.
 Empower others to move change forward.
 Generate Short-Term Wins and recognize those who help.
 Build on success; align people and systems with the new ways.
 Keep the message consistent; champion the vision.

Reasons for resistance to change.


People may resist change for many reasons, such as (Schermerhorn, Davidson et al.,
2013):
 Lack of awareness,
 fear of the unknown,
 disrupted habits,
 loss of confidence,
 loss of control,
 poor timing,
 work overload,
 lack of purpose.

2 Change management models

Many change management models are available to facilitate one’s understanding of transitioning
individuals through the phases of change management. Such as (Bejinariu, Jitarel et al., 2017) :
i) Lewin's change management model; consists of three main stages which are:
unfreeze, change and refreeze.
ii) Kotter's change management model (Pollack and Pollack, 2015).
It is divided into the following eight stages. Each focuses on a key principle associated with
people's response to change:1.establishing a sense of urgency 2. creating the guiding coalition
3. develop a vision and strategy 4. communicating the change vision 5. empowering broad-
based change 6. generating short-term wins 7. consolidating gains and producing more change,
and 8. anchoring new approaches in the culture
iii) ADKAR Model
This model is focusing on the people side of change. It can be applied to identify gaps that led to
the defective implementation of a process of change. This model is covered in detail in the next
point, as it is the analysis tool for this research.

3 ADKAR change management model.


3.3.1 ADKAR overview
ADKAR model or theory of change is goal-oriented, which helps in focusing on activities that
are directly related to the company's goals. The model can be used by change leaders to find
out the challenges in the process of change management so that practical development can be
offered to the employees.ADKAR Model stands for the following five milestones (Hiatt, 2006):
1) awareness of the need and requirement for change, 2) desire to bring about change and be
a participant in it, 3) knowledge of how to bring about this change, 4) ability to incorporate the
change regularly, and 5) reinforcement to keep it implemented and reinforced later.
Figure 2 Dimensions of change

Hiatt, J.M. 2006. The Essence of ADKAR: a model for individual change management. Fort
Collins Colorado: Prosci.

The above figure shows that changes come to life on two dimensions: the business or
project side of change and the people side of change. Successful change is a result of both
dimensions of change. For the change implementation and sustainability, an individual must
progress through each of the milestones sequentially, starting with awareness.

ADKAR model for organizational change strategy consists of three main phases (Hiatt,
2006):
1. Preparing for change by defining success, impact, and approach.
2. Managing change by planning and acting, performance monitoring, and action adaptability.
3. Reinforcing change by reviewing performance, activate sustainment and transfer
ownership.
3.3.2 ADKAR tactics and tools

Some tactics are to be followed to develop every milestone in the ADKAR model (Hiatt, 2006)
such as :
Effective communications, effective sponsorship, coaching by managers and supervisor to be
applied and ready access to business information; for the awareness building.
Effectively sponsor the change with employees and peers, help managers be change leaders,
evaluate risks and anticipate resistance, engage employees in the change process, and apply
for incentive programs; to create desire.
Develop effective training and education programs, job aids, one-on-one coaching, and user
groups and forums; for knowledge building.
Involve the managers in day-to-day, hands-on exercises during training and monitor the
performance; for ability fostering.
Consider celebrations and recognition, using rewards, feedback from employees, audits,
performance management systems, and accountability systems; for building reinforcement.
4. Analysis
4Technology change analysis: SAP Implementation.
The analysis that has been delivered here is introduced through the relevant interviews.
AMICO group was using AXP as an ERP system, and the management decided to switch to the
SAP system. The decision had been informed to the IT department, it was planned to be
implemented and went live within 90 days, but it ended up within 120 days.
The key project success factor is ensuring future users have a good command of the new
system and align with the new technology’s change results. Although it is vital to train the staff to
use the new application, It’s also essential for the management team to have a shared vision of
SAP rollout goals (Borgmann, 2019). They must know what differences the new system will
entail for their employees and their own particular area. They can then inform their staff about
the new changes' purpose and provide background information while also encouraging
constructive feedback.
Appling ADKAR model
By applying ADKAR model elements, the following observations found :
AMICO had not shown a high concern in the awareness phase; the change was a top
management decision, only acknowledgment email that SAP will replace the old software for
the concerned persons sent. AMICO tried to build the desire slightly by equipping the
supervisors and managers to be sponsors for the change.AMICO had made great efforts in
the knowledge phase through extensive training, user manual, and one-on-one coaching.
AMICO had transferred the knowledge into action through hands-on under the SAP partner,
IT department, and manager's supervision. Also, the performance improvement is monitored
through the individual capability of using the software. Finally, AMICO reinforced the change
by announcing that SAP had been implemented and went live, celebrated this success, kept
an open feedback channel, and gave a time frame to terminate the old software.
KPIs
AMICO hasn’t applied specific KPIs; it relied on the accuracy of the daily reports coming out
from the new software.
Risks

5Operation change analysis due to the call center Implementation


AMICO has a strong maintenance department, including professional and high trained
engineers, but missing customer feedback mechanism. Hence, AMICO management decided to
implement a call center to consistently achieve high customer service levels and customer
satisfaction, leading to increased customer loyalty and customer retention.
Appling ADKAR model
The affected segments from this project are the service engineers and the customers.
By applying ADKAR model, the following observation was found.
AMICO had done an awareness meeting with the engineer to explain how the call center will
arrange the schedule and appointments for the engineers and receive the calls instead.
AMICO had not done any awareness campaign for the customer to involve them and make
sure about their engagement in the new procedure.AMICO linked the customer survey rating
with the performance appraisal system and gave a high weight for the customer satisfaction
and work quality in the annual appraisal, which directly affects the bonus system to assure
the engineers’ desire. On the customer side, the company made no efforts to assure the
customer’s desire for change. In the knowledge field, AMICO conducted training on dealing
with the new system and sent a user manual. And to make sure about the ability for change,
the engineers had a chance to hands on the new system, give feedback, and share the
problems with the trainer and supervisor. finally, AMICO announced that the customer calls
would be through the call center only and
KPIs
AMICO used some KPIs in the new change, such as response time, customer satisfaction,
and quality of service.
Risks
Many customers show high resistance to use the call center and prefer to keep
communicating in the old way directly to the engineer. Also, many of them don’t like to go
through the survey process.
5. Recommendation
Recommendations for SAP implementation
Applying KPIs to follow up the performance and improvement
AMICO should give more concern for employees awareness and desire stage; to engage
the employees and assure their buy-in and avoid the reluctant in implementing the change
Recommendation for call center implementation
AMICO should give more concern for the customer awareness and desire to get them
engaged and to reach the maximum benefits from the call center

6. Summary and Conclusion


This section dealt with the introduction to change management, change readiness, resistance to
change, organisational inertia and components of change readiness. It was noted that change is
an inescapable reality of the modern business world and is increasing in pace and needs to be
managed within a disciplined and focused process. Change readiness exists when both the
people and the organisation are ready for change and the evidence of this can be displayed in
multiple ways. Both resistance to change and organisational inertia are forces that need close
scrutiny in the change process and the elements that make up the components of the change
process must be understood and assessed in order for the organisation to declare itself change
ready.

Chapter II Human resource management practices


1. Introduction
Every organization, large or small, uses a mixture of capitals to keep the business work. Capital
includes money, valuables, or goods used to generate income for a business. No matter the
industry, all organizations have one power in common: they must have people to use their skills
and abilities in optimizing the benefits from capitals. AMICO group one of the most prominent
organizations in MENA region in the healthcare sector. As AMICO group reorganizes to gain a
competitive edge, the human resources department plays an essential key role in helping the
company deal with a fast-changing competitive environment and the great demand for qualified
and talented employees. The human resources department at the AMICO group aims to achieve
its mission that is characterized by providing counseling and guidance to management in
planning for, acquiring, maintaining, and developing the company’s capital; and entirely using
their expertise to maximize the company’s performance, productivity, and revenue. This
research aims to analyze two roles of HRM practiced by AMICO group and compare them to the
standard to find out the gaps and recommend a solution to fulfill them. Through this research,
HRM’s literature review, case organization profile, and the case analysis will be discussed,
finally, the recommendation and conclusion to cover the gaps.

2. Case Organization Profile

The case study for this research is AMICO company, a leader in healthcare services in the
MENA region, AMICO Group dealing in sales, service engineering, marketing, and professional
support solutions for medical devices. AMICO specializes in the following clinical therapies and
products: neurology, laser therapies, medical imaging, sonography, orthopedics, arthroscopy,
sports medicine, spinal surgery, cosmeceuticals, ophthalmology, optometry, and vision care.
The company has branches in 13 countries in the MENA region and employs 1,000+ people with
direct operations from 22 offices. AMICO Group was founded in 1984 and is headquartered in
Dubai, United Arab Emirates (Group, 2021).

3. Literature Review

3.1 Human resource management (HRM)

According to Gary Dessler, HRM is The process of acquiring, training, appraising, and
compensating employees and of attending to their labor relations, health and safety, and
fairness concerns (Dessler, 2014).
“HRM is the design of formal systems in an organization to ensure the effective and efficient use
of human talent to accomplish the organizational goals”(Mathis and Jackson, 2007).
The three major tasks in human resource management are (Schermerhorn, Davidson et al.,
2013) :
1. Attracting a quality workforce; through human resource planning, employee recruitment, and
employee selection.
2. Developing a quality workforce; through employee orientation, training and development, and
performance management.
3. Maintaining a quality workforce; through career development, work-life balance,
compensation and benefits, retention and turnover, and labor-management relations.

6Training & Development (T&D)

T&D definition and objectives.

T&D is the heart of a continuous effort(Martocchio, 2018) designed to improve


employee competency and organizational performance.
Training provides employees with specific, identifiable knowledge and skills for
use in their present jobs (Mathis and Jackson, 2007).
Development (Martocchio, 2018)is the learning that goes beyond today’s job and has a
more long-term
focus.

The objectives of T&D program can be seen through the perception of the employees
and organization.
 Individual – helping the employees to enhance their skills and opportunities to attain personal
goals,
 Organizational – Through the effective access to personal goals and satisfaction of the
employees thus paves the way to achieve superordinate organizational goals.

T&D process, methods, implementation, and evaluation.


The training and development process includes five significant steps (Martocchio,
2018), seen in the following figure.
Figure 3.Training & Development process

Martocchio, J.J. 2018. Human Resource Management, EBook, Global Edition : Martocchio Human Resource
Management 15. Harlow, UNITED KINGDOM: Pearson Education, Limited.

Every step is briefly explained as follows :


1st determine specific T&D needs; It may be determined by conducting analyses on
three levels, which include organization, task, and person.
2nd Establish T&D Program objectives; Three types of training objectives can be set:
knowledge, skills, and attitude (Mathis and Jackson, 2007).
3rd select specific training methods, like on-the-job training, apprenticeship training,
informal learning, job instruction training, lectures, programmed learning, audiovisual-
based training, vestibule training, videoconferencing, electronic performance support
systems, and computer-based training (Dessler, 2014). Orientation is a special kind of
training designed to help new employees learn about their jobs, coworkers, and
organization. A practical orientation system components include preparing new
employees, presenting information about the workday, organization, policies, rules, and
benefits, and evaluating and following up. Some methods are particularly appropriate
for management development programs, like on-the-job training, job rotation, and
coaching. In addition to off-the-job training and development opportunities, for instance,
using the case study method, management games, outside seminars, university-
related programs, corporate universities, executive coaches, and (for human resource
managers) the SHRM learning system.
4th Implement training means the training will be delivered externally or in-house
coordinated. Employee engagement and learning KPI goalsto be considered and
thoroughly plan training activities and related resources. The training program is then
officially launched, promoted, and conducted. Participant progress should be monitored
to ensure program effectiveness.
5th Evaluating training and Development process; through participant’s opinion or
reaction, learning, behavioral change, the accomplishment of T&D objectives, and
return on investment from training (Martocchio, 2018).
T&D KPIs.
Training evaluation metrics may include (Mathis and Jackson, 2007) cost-benefit
analysis, return-on-investment analysis, benchmarking, and the ratio of train-
ing staff to employees(Martocchio, 2018).
Templates
Many forms can be used in T&D processes, such as the Orientation checklist, task
analysis record form, and training evaluation form.

7Performance management system (PMS) and performance appraisal (PA)


3.1.1. PMS definition.
8
“Performance management is the continuous process of identifying, measuring, and developing
the performance and productivity of individuals and teams and aligning their performance with
the organization’s goals”(Dessler, 2014).

3.1.2. PMS objectives and outcomes.

PMS links in terms of cascading business goals and plans into individual performance and
objectives(Armstrong and Baron, 2005). The following figure illustrates common performance
management practices and outcomes (Mathis and Jackson, 2007).
Figure 4 Performance management linkage

Mathis, R.L. and Jackson, J. 2007. Human Resource Management: Cengage Learning.

PMS basic building blocks include goals sharing, goal alignment, ongoing performance
monitoring, ongoing feedback, coaching, and rewards and recognition.

3.1.3. PMS process.

PMS phases are 1)Planning Performance: that is what an employee is expected to achieve with
a set of given resources and within a time frame, 2)performance appraisal: measure individual
performance then evaluated according to the expectations, 3)performance feedback: providing
feedback to the employee concerned about deficiency and finally 4)Counseling how the
performance can be developed or rewarded (Walhekar and Khatke, 2020).

3.1.4. Performance appraisal (PA): PMS measuring phase.

Measuring performance entails focusing on the most important aspects of employees’ jobs
(Mathis and Jackson, 2007).PA is a formal system of reviewing and evaluating an individual’s or
team’s task performance. It allows employees to capitalize on their strengths and overcome
identified deficiencies, thereby helping them to become more satisfied and productive
employees (Martocchio, 2018).
PA data is helpful for human resource planning (Martocchio, 2018), recruitment and selection,
training and development, career planning and development, compensation programs, internal
employee relations, and assessment of employee potential.

3.1.1. PA methods.
PA methods such as category scaling, comparative, narrative, management by objectives
(MBO), (Mathis and Jackson, 2007), and 360-degree approach. Comparative methods include
ranking and forced distribution, which requires that a certain percentage of employees fall into
specific performance classifications , both raise methodological and legal concerns. Narrative
methods include the critical incident technique and the essay approach.
The MBO process requires establishing challenging but attainable objectives and standards and
an action plan for what and when to be accomplished.

4. Analysis

9Analysis and gaps in AMICO’s T&D process.


The analysis that has been delivered here is introduced through the relevant interviews.
AMICO is applying a solid training process, the training’s needs identified based on three
aspects: 1st departmental based on the employee needs for a technical or performance
improvement or as an output from the PA system, 2nd based on the supplier’s updates or new
products release, 3rd the annually planned sales and performance development training.
AMICO’s HRM conducts the training through many channels based on the available resources,
budget, and the training objectives, such as AMICO’s academy, classroom, E-learning, and
online higher education for managers (MBA programs). The training may be implemented
externally, internally, or online. Finally, the training program is evaluated based on the training’s
impact; and measured through three levels: the employee’s reaction, learning, and the results.
AMICO using some tools for internal training evaluation such as questionnaires, surveys, and
tests.
Gaps

The identified gaps in AMICO’s T&D procedure that there is no clear policy or followed procedure
for orientation training. Also, there is no feedback , evaluation and documentation system for
external training.

10 Analysis and gaps in AMICO’s PMS process.

AMICO relies on the following PMS stages: 1st planning stage at the last quarter each year. The
company’s new strategies and performance expectations should be determined, communicated
to the employees, and documented on online PA sheet for the sales team. Manual sheets for
other staff 2nd ongoing measurements through mid-year review for individual performance,
discuss the improvement needs and corrective actions, 3 rd the evaluation stage through the
annual performance review. 4th the counseling phase: the employee to be notified if performance
unacceptable and appropriate action to be taken. If performance acceptable; the calculated
Incentiveto be agreed upon, and strengths and weaknesses to be discussed.

Amico is appraising performance based on results and behavior-based systems that focus on
measurable results such as an individual’s or team’s sales, customer service ratings,
productivity, and evaluated behaviors such as working in teams and cooperation (Martocchio,
2018) . Appraising form in appendix 1

AMICO is using two methods for performance measurement based on the department’s nature
and objectives.1st MBO for sales team individuals , 2nd a mix between MBO method and forced
distribution method for service engineers ranking , eg. AMICO is using force ranking between
service engineers from different countries like Kuwait ,UAE,Oman,and Qater based on the
number of points resulted from the PA form. Based on that, AMICO is providing bounus or
development for its employees.

Gaps
AMICO group has a robust performance management system But it is using forced distribution
method to rank a small group of employees in the same business unit at a different countries
with different business conditions.As known The forced distribution method suffers from several
drawbacks(Mathis and Jackson, 2007) such as with small groups the assumption that a bell-
shaped or other distribution of performance occurs may be faulty , and difficulties in explanation
to an employee why placed in lower group. Which may lead to demotivation and unjustice
feelings between the stuff.

5. Recommendation
11 Recommendation for T&D
AMICO needs to show more concern for orientation training as the employee who donesn’t receive
an orientation are slow to make an impact. It is recommended to start the orientation process before
employee's first day. By Sending an employee handbook and an orientation package.Also AMICO
must develop an evaluation and material documentation system for suppliers’s external training .

12 Recommendation for PMS.


It is recommended for AMICO when using the forced ranking to apply it on employees from same
department within the same country to avoid the effect of different culture and business conditions
on ranking process , and to ensure the fairness between the employee.or to adopt the MBO method
only and evaluate the performance against the the approved standard.

6. Conclusion
This research discussed the roles of HRM in the organization which are attracting ,developing and maintain quality
workforce with emphasizing on the importance of optimizing the employee performance through the performance
management and trianging and development system .it was clear in the analysis of the case study the importance of
orientation training in helping the employees to be more productive withi short time . and also the impact of PA
methods on th employee performance and motivation

Human resource function is one of the most crucial elements in an organisation’s success
Nevertheless, in today’s global competitive environment, training will not be rewarded with
continued investment unless training results in improved performance that impacts the bottom
line. Today, organizations can only justify investing in training that is clearly essential to business
success and that actually delivers results that enable the company to compete effectively.
.

Chapter III leadership practices

1. Introduction
Leadership is the mixture of characteristics or personality traits in an individual that induces that
person to encourage others to achieve goals. (Bertocci, 2009) Without the leadership, there is
an increase in the probability of errors happening with more and more reductions in prospects
for success (Al-Khaled and Fenn, 2020). Subordinates' behavior is highly affected by the applied
leadership style and their productivity correspondingly (Deshwal and Ashraf Ali, 2020). Many
theories are introduced in the leadership field like trait and personalities, behavioral,
contingency, situational transactional, transformational, and self-leadership approaches
(Deshwal and Ashraf Ali, 2020, Talal Ratyan, Khalaf et al., 2013). Through this research,
leadership theories will be used to analyze the case of arctic mining consultants. The literature
review will be discussed, case summary, case analysis, and finally, the recommendation and
conclusion.

2. Case summary
Arctic mining consultants sent a crew of four members, one member acting as project manager
(Parker) and three subordinates (Talbot, Boyce, and Millar). The project goal is to stake a claim
near Eagle Lake. The project manager planned one week to complete the task and promised a
bonus of $300 for each member if the job was completed in time. Each member should
complete 7.5 lengths per day as per the work plan. Parker and Talbot were doing well, while
Boyce and Millar were late to achieve the daily target. Parker was furious; he shouted at Boyce
and Millar. Even when Miller had achieved the daily target, Parker kept silent and had not
encouraged Miller or appreciated his efforts. Millar felt demotivated. Millar had never worked for
Arctic Mining Consultants again, despite being offered work several times by Parker(McShane,
Von Glinow et al., 2000).

3. Literature review
3.1. Traits and behaviors
Certain personal traits are widespread among the best leaders or inheritable attributes like
cognitive, social, honest, competent, forward-looking, motivating, credible, and problem-
solving skills that enable leaders to tackle and solve the problems even before they happen
(Sarla, 2020, Schermerhorn Jr, 2013). Traits are relatively permanent, whereas behaviors
can be learned and altered (Sarla, 2020). Ohio State University and the University of
Michigan did research studies that focused attention on two factors of leadership behavior:
1st concern for the task to be accomplished, and 2 nd concern for the people doing the work
(Schermerhorn Jr, 2013).
3.2. Classic leadership theory
3.2.1. Autocratic leadership
Autocratic leadership is leadership that is enforced on an organization and is sometimes referred
to as coercive leadership. An autocratic leader never considers staff decisions, and there is a
gap between the leader and staff (Chukwusa, 2018). The autocratic leadership advantage is
incredibly effective, Decisions are made swiftly(Chukwusa, 2018) and can be implemented
immediately. While the disadvantage, most staff dislike being dealing with in this
way(Amanchukwu, Stanley et al., 2015, Bhargavi and Yaseen, 2016). Autocratic leadership
reduces innovation, creativity, and engagement (Al-Khaled and Fenn, 2020).
3.2.2. Democratic leadership
Democratic leadership is a kind of leadership style in which subordinates are more involved in
the decision-making process(Bhargavi and Yaseen, 2016, Nwokocha and Iheriohanma, 2015).
The leaders even offer guidance in executing the role to the subordinates(Al-Khaled and Fenn,
2020). Democratic leadership advantage, Subordinates are inspired to post their capabilities,
producing better ideas and more creative problem solving (Arif and Akram, 2018). In contrast,
the cons of this style consuming more time in the decision-making process.
3.2.3. Laissez Faire
Laissez-faire is a French word means "let it be" and is also referred to as "hands-off style"
(Nwokocha and Iheriohanma, 2015). In the leadership describes leaders who allow people to
work on their own (Amanchukwu, Stanley et al., 2015). This style supports setting up a
comfortable work environment (Al-Khaled and Fenn, 2020). This style can be efficient if the
leader monitors performance and advice the subordinates frequently. The main pros of this style
is that allowing subordinates so much independence can lead to high job satisfaction and
improve productivity. It can be harmful if subordinates do not administer their time well or do not
have the knowledge, experience, or motivation to do the tasks effectively (Amanchukwu, Stanley
et al., 2015).

3.3. Blake and Mouton leadership grid


Blake and Mouton made a similar distinction between concern for production and concern for
people in the development of their managerial grid (Jex and Britt, 2014). The grid's unique
developers are the board theoreticians Robert R. Blake and Jane S. Mouton, and they
established the model during the 1960s (Vidyakala, 2020). The administrative framework model
recognizes five significant diverse leadership styles dependent on the concern for individuals
and the concern for production. The framework of this model is isolated into the following five
potential notable leadership styles: (Vidyakala, 2020, Schermerhorn Jr, 2013).
 Impoverished Leader: A leader who either "assigns or abandons leadership" this sort of
leader has neither concern for individuals or errands and exercises the slightest effort to
complete the work from subordinates.
 Authoritarian Leader: A leader who "directs, coordinates order the adherents" this sort of
leader has a high concern for task however low concern for individuals.
 Country Club Leader: A leader generally worried about the requirements and sentiments of
individuals from his group. This style has a high concern for individuals and a low concern
for creation.
 Middle-of-the-road Leader: This leader has the inclination of playing safe by giving some
concern to the two individuals and creation. Managers were utilizing this style attempt to
adjust between organization objectives and worker's needs.
 Team Leader: The leader energizes cooperation and commitment among workers and has
a high concern for individuals just as the errand. This is the best administrative style. The
group leader worries for high creation and workers fulfillment similarly and accepts that the
individuals who are fulfilled will be focused on high creation.

3.4. Path-Goal Leadership Theory


Path-goal theory is one of the contingency leadership theories originally developed by Evans
(1970) and modified by House (1971)(Polston-Murdoch, 2013). The principle of the theory is to
explain the effect of a leader's behavior on a subordinate's satisfaction, motivation, and
performance. The theory recommended that the different behaviors of leadership can be applied
in different situations by the same leader(Talal Ratyan, Khalaf et al., 2013).
The theory defines four leadership styles (McShane and Von Glinow, 2009) to increase
subordinates' motivation , based on two sets of situational variables, such as:
 Environment characteristics.Including task structure, authority system, and work group.
 Subordinate characteristics.Including the locus of control, experience, and perceived ability.
The four behaviors are described as below.
 Directive leadership: is a task-oriented leader, clarifies expectations and gives specific
instruction to accomplish the desired targets based on the sat time frame, performance
standards, and organizational rules (Polston-Murdoch, 2013), needed When job assignments
are unclear(Schermerhorn, Davidson et al., 2013).
 Supportive leadership: When worker self-confidence is low, a leader can do things to be
friendly and make work more satisfying; treating team members as equals; showing interest
in the wellbeing of subordinates(Schermerhorn, Davidson et al., 2013).
 Achievement-oriented leadership is behavior directed toward inspiring performance
excellence: setting challenging targets, seeking improvement, emphasizing continuous
improvement in performance, and displaying confidence that subordinates are meeting high
standards of performance (House, 1996).
 Participative leadership: When performance incentives are insufficient involving team
members in decision-making consulting with them and asking for suggestions using these
suggestions when making decisions(Schermerhorn, Davidson et al., 2013).
The Path-Goal model highlights the importance of the leader's ability to understand
follower's needs perfectly and to react flexibly to the needs of a situation.

3.5. Leader-Participation Model (Vroom-Jago models).


Leader-Participation Model (Vroom-Jago models) fall within the class of situational or
contingency models of leadership. The optimum leadership style is believed to be dependent on
the situation faced by the leader(Vroom and Jago, 1995). leader's decision-making style fall into
thee following three categories:(Schermerhorn Jr, 2013).
 An Authority decision is prepared by the leader then communicated to the group.
 A Consultative decision is prepared by a leader after receiving information, advice, or
opinions from group members.
 A Group decision is made by group members themselves.

Three factors are biasing the leader's choice among the alternative decision-making methods:
 Decision quality: is based on who has the data needed for problem-solving.
 Decision acceptance: is based on the importance of follower acceptance to the
decision's eventual implementation.
 Decision time: is based on the time available to make and implement the
decision(Schermerhorn Jr, 2013).

3.6. Fiedler's contingency model


Fiedler's contingency theory assumes leaders' performance depends on the interaction between
the leadership style and the particular organizational situation(Bertocci, 2009). Fiedler's
contingency theory proposes that a leader's success depends on the interaction between
characteristics of the situation and characteristics of the leader(Jex, 2002).

3.7. Hersey-Blanchard situational leadership model


Situational leadership is a management concept introduced by Hersey and Blanchard to help
people try to influence leaders' behavior to be more effective in their everyday interactions with
others(Hambleton and Gumpert, 1982).

4. Case analysis
Parker had expertise power based on traits and behavior (He had specialized knowledge and
experience.). Parker had position power (Many of the programs were operated by a project
manager who reported to Parker.). Parker had the reward power (he said there is a $300 bonus for
each man.).

Blake and mouton's theory point of view Parker had a high concern about production. At the same
time, he had a low concern about subordinates. Parker was focusing on the subordinates' daily
production whatever the subordinates face difficulties or face any issues. So, parker is classified as
Authority- obedience manager.

From the classic theory perspective, parker is an autocratic leader. Parker rejected talbot's
suggestion and shouted to Boyce and Millar. Parker did not involve subordinates in the work plan
preparation. Parker was giving orders to subordinates and not giving them a chance to participate in
the decision-making process.

Parker's emotional intelligence was poor in self-regulation and motivation. Parker shouted at his
team when he was under stress.

From the path-goal leadership theory perspective, Parker can be considered as a Directive leader,
he had clarified the task structure and the expectation, set the plan, schedule, and time frame.
Parker could not use the four leadership behaviors. Parker rejected Talbot's suggestion. So, he
failed to be a Participative leader to accept the subordinate's opinion or involve them in decision
making. When Miller and Boyce's productivity was low, Parker could not be an Achievement-
oriented leader to motivate them to work with their fullest potential and seeks continuous
improvement. When Miller was exhausted and stressed, Parker could not be a Supportive leader,
friendly, approachable, makes work pleasant, or treats everyone as equals.

Leader-Participation Model perspective, Parker was An Authority, Decision Maker. He sat the plan
alone and just informed the team, although if he had participated the team in decision making and
plan preparation, the team would be more engaged and felt in charge of their work.

According to Fiedler's contingency model


a. Parker had poor leader-member relations because of the following observations. Parker
exploded with anger on Millar and Boyce when they didn't finish their task. Also, Parker
rejected Talbot's suggestion. On the fourth day, he didn't show any interest when they
reported their production. He didn't motivate or encourage the team when they did good
work.
b. The task structure was high because the task is well known for all the team as mentioned
in each of the four stakers (Parker, Talbot, Boyce, and Millar) would have to complete a
little over seven "lengths" each day.
c. Parker's position power is strong because he had the decision to select the project team.
He promised them by bonus if they get the job done in time.

According to the Hersey-Blanchard situational leadership model, the project team (followers) task
readiness:
a. Talbot: he finished his daily tasks, sometimes helped his colleagues, and gave a
suggestion to the leader. So, he was able, willing, and confident.
b. Boyce: he didn't finish his daily tasks, but he tried. So, he was unable, willing, and
confident
c. Millar: he didn't finish daily tasks, but maybe if he took another area, he would complete
the task, so he lost passion for tasks. So, he was able, unwilling, and insecure.

5. Recommendations
Parker should improve his emotional intelligence so he can control himself during the stress time.
He should be the concern of subordinates. Should listen to subordinates and engage them in the
decision-making process. The democratic style will help him to improve the production.
According to path-goal, Parker needs to improve his communication skills, motivation, and coaching
capabilities to increase the subordinate's performance in different situations. Parker needs to give
more importance to teamwork. Parker should not just focus on the result but how to achieve it

According to the leader participation model, it is better for Parker if he was a consultative decision-
maker as the follower's acceptance and task commitment were necessary for implementation.

According to Fiedler's contingency model and the above analysis. figure 1 illustrates that the
situation is a moderate-control situation, and the relationship-motivated leader is the best fit for this
situation

Figure 5 Predictions on style–situation fit from Fiedler's contingency leadership model.


According to the Hersey-Blanchard model and above analysis, If Parker would be a successful
leader, he had to adjust his style according to the project team task readiness. So, in Talbot's case,
he had to be delegating and allowing him to take responsibility for task decisions. In Boyce's case,
he had to be telling, giving him specific task directions, and closely supervising work. But in Millar's
case, he had to be Participating and emphasizing shared ideas and participative decisions on task
directions.

6. Conclusion
Leadership is a crucial factor to improve the organization and increase productivity. Various
leadership theories were developed. It is a continuous process. Different leadership theories
used to analyze Arctic mining consultants' cases.
Parker had different powers like expertise, position, and reward powers. Parker had a shortage
of emotional intelligence, had an autocratic leadership style, classified as Authority- obedience
manager as per Blake and mouton Grid. From the viewpoint of Path goal leadership theory,
Parker can be considered as a Directive leader. While he was supposed to act within the
different leadership behaviors according to the particular situations with the subordinates, From
the Leader-Participation Model perception, Parker was An Authority, Decision Maker. In
comparison, it was highly recommended to involve the followers in the decision-making and
giving the opinion to be more engaged.
The case situations were poor leader-member relations, but high task structure and strong
leadership position power, so the relationship-motivated leader is the best fit for this situation.
And Parker should be delegating with Talbot, telling with Boyce, and Participating Millar.

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