Table of content

Portfolio Introduction 1
Chapter I change management................................................................................................................................. 1

1. Introduction...................................................................................................................................................... 1

2. Case Organization Profile................................................................................................................................ 2

3. Literature Review.............................................................................................................................................. 2
3.1 Change management process........................................................................................................................... 2
3.1.1 Definition..................................................................................................................................................... 2
3.1.2 Effective change process framework.......................................................................................................... 2
3.1.3 Steps for leading organizational change..................................................................................................... 3
3.1.4 Reasons for resistance to change.............................................................................................................. 3
3.2 Change management models............................................................................................................................ 4
3.3 ADKAR change management model................................................................................................................. 4
3.3.1 ADKAR overview........................................................................................................................................ 4
3.3.2 ADKAR tactics and tools............................................................................................................................. 5
3.3.3 Performance measures.............................................................................................................................. 6

4. Analysis............................................................................................................................................................. 6
4.1 Technology change analysis: due to SAP Implementation................................................................................6
4.1.1 Appling ADKAR model............................................................................................................................... 6
4.1.2 KPIs............................................................................................................................................................ 6
4.1.3 Risks........................................................................................................................................................... 6
4.2 Operation change analysis: due to the call center Implementation....................................................................6
4.3 Recommendation............................................................................................................................................... 7
4.3.1 Recommendation for SAP implementation................................................................................................. 7
4.3.2 Recommendation for call center implementation........................................................................................ 7
4.4 Summary and Conclusion.................................................................................................................................. 7

Chapter II Human resource management practices............................................................................................... 8

1. Introduction............................................................................................................................................................ 8
2. Case Organization Profile...................................................................................................................................... 8
3. Literature Review................................................................................................................................................... 8
4.4.1 Human resource management (HRM)........................................................................................................ 8
4.4.2 Training & Development (T&D)................................................................................................................... 9
4.4.3 Performance management system (PMS) and performance appraisal (PA)............................................11
4. Analysis................................................................................................................................................................ 13
4.4.4 Analysis and gaps in AMICO’s T&D process............................................................................................ 13
4.4.5......................................................................................................................................................................... 13
4.4.6 Analysis and gaps in AMICO’s PMS process...........................................................................................13
 5. Recommendation................................................................................................................................................. 14
4.4.7 Recommendation for T&D........................................................................................................................ 14
4.4.8 Recommendation for PMS........................................................................................................................ 14
4.5 Summary and Conclusion................................................................................................................................ 14

Portfolio Summary and conclusion....................................................................................................................... 21

Portfolio Introduction
“Organizations are groups of people who work interdependently toward some purpose”
(McShane and Von Glinow, 2009). People are an organization’s greatest asset.
A poorly managed team can negatively impact multiple aspects of business organizations.
However, an adequately managed team can improve company morale, optimize production
levels and efficiency, and give the company a competitive advantage in the marketplace.

Business organizations currently are imposed to tremendous forces of change. To be effective in

a rapidly changing world requires; the change needs to be managed by applying the change
management process through solid and adaptive leadership that focuses on concrete results
and how individuals influence each other towards shared goals. Moreover, organizations have to
successfully attract, develop, motivate, and maintain a high-performing workforce that results in
organizational success through human resource management.

This research aims to analyze the change management process in the AMICO group company,
using ADKAR change management model elements, identifying the gaps in AMICO’s process,
and giving recommendations to close it. Also, there is an analysis for HRM process in the
AMICO group, focusing on training and development (T&D) and performance management
system (PMS) activities compared to standard to find out the gaps and give suggestions for
improvement. Finally, an analysis for the leadership practices in Arctic mining consultants
compared to the leadership theories and models.
.   
This research starts with portfolio introduction, followed by the following three chapters: change
management process analysis for two technological changes in AMICO group, human resource
management (HRM) practices with a focus on T&D and PMS activities in AMICO group, and
leadership practices analysis in arctic mining consultant, finally the summary and conclusion
and recommendations for the portfolio.

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
3.1 Change management process.
3.1.1 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).

3.1.2 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.

3.1.3 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.
3.1.4 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.
3.2 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.
3.3 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 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 to be change
leaders, evaluate risks and anticipate resistance, engage employees in the change process,
and apply for incentive programs; to create desire.
Develop practical 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.

3.3.3 Performance measures.

Performance measurement is categorized into organizational performance, individual

performance, and change management performance, with dedicated metrics for every
category.

4.Analysis
4.1 Technology change analysis: due to 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.
4.1.1 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.
4.1.2 KPIs
AMICO hasn’t applied specific KPIs; it relied on the accuracy of the daily reports coming out
from the new software.
4.1.3 Risks
The project progress slowed due to the lack of awareness and desire, so it ended a month
over the budget.
 4.2 Operation 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.
4.2.1 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
4.2.2 KPIs
AMICO used some KPIs in the new change, such as response time, customer satisfaction,
and quality of service.
4.2.3 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
5.1 Recommendation for SAP implementation
AMICO should give more concern for employee awareness and desire stage; to engage the
employees, and assure their buy-in and avoid the reluctant to implement the change.Also, it is
recommended to use the appropriate metrics and templates to monitor the individual’s,
organizational’s, and change process performance and progress.

5.2 Recommendation for call center implementation

 AMICO should increase customer awareness and desire to get them engaged and reach the
maximum benefits from the call center.

6.Summary and Conclusion

Change is an inevitable reality of the modern business world, especially in profitable
organizations, and needs to be managed within a disciplined and focused process. The change
process can succeed only when both the people and the organization are ready for change. The
evidence was apparent in the case study of SAP and call center implementation in AMICO
group; By applying ADKAR model elements, It was clear how far the lack of awareness and
desire led to slow down the progress in change. Finally, building awareness and desire is the
first step in enabling a successful change. 

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. 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 group 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). 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.

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.
3.2 Training & Development (T&D)

3.2.1 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 their present jobs (Mathis and Jackson, 2007).
While 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 four perceptions which are :
 Individual: helping the employees to enhance their skills and opportunities to attain
personal goals.
 Organizational: adequate access to personal goals and satisfaction of the employees
thus paves the way to achieve organizational goals.
 Functional: This focuses the cognitive of the departments and divisions contributions at
a level met with the expectations of the organization.
 Societal: the resemblance of the organizational efforts in terms of Social responsibility
ethicality in being sustainable to the needs and challenges of the Society.

3.2.2 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: 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). 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 goals to 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).
Orientation is a special kind of training(Dessler, 2014) 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.

3.2.3 T&D KPIs.

Training evaluation metrics may include (Mathis and Jackson, 2007) cost-benefit analysis,
return-on-investment analysis, benchmarking, and the ratio of training staff to
employees(Martocchio, 2018).
3.2.4 Templates
Many forms can be used in T&D processes, such as the Orientation checklist, task analysis
record form, and training evaluation form.

3.3 Performance management system (PMS) and performance

appraisal (PA).

3.3.1 PMS definition.

“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).

3.3.2 PMS objectives and outcomes.

PMS cascading business goals and plans into individual performance and objectives
(Armstrong and Baron, 2005). The following figure illustrates standard 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.

3.3.3 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).

3.3.4 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.

3.3.5 PA methods.
PA methods include 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

4.1 Analysis 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 at the manufacturer, internally in the company, or online. Finally, the internal training
program is evaluated based on the training’s impact; and measured through three levels: the
employee’s reaction, learning, and performance improvement.
AMICO using some tools for internal training evaluation such as questionnaires, surveys, and
tests.

4.1.1 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.
. 

4.2 Analysis and gaps in AMICO’s PMS process.

 AMICO relies on the following PMS stages: 1st planning stage at the final quarter each year.
The company’s new strategies and performance expectations should be determined,
communicated to the employees, and documented on an online PA sheet for the sales team
and manual sheets for other staff,2nd ongoing measurements through mid-year review for
individual performance, discuss the improvement needs and corrective actions, 3rd 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 is acceptable, the calculated Incentiveto is agreed upon, and strengths and
weaknesses will be discussed.

Amico is appraising performance based on results and behavior systems that focus on
measurable results such as an individual’s or team’s sales, customer ratings, productivity, and
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 for service engineers ranking, e.g., AMICO uses force ranking between service
engineers from different countries like Kuwait, UAE, Oman, and Qatar based on the number of
points resulting from the PA form. Based on that, AMICO is providing bonus or development for
its employees.
4.2.1 Gaps
AMICO group has a robust performance management system, But it is using a forced
distribution method to rank a small group of employees in the same business unit in 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.
Also, explaining to an employee why placed in a lower group may lead to demotivation and
injustice feelings between the staff.
.

5.Recommendation

5.1 Recommendation for T&D

AMICO needs to show more concern for orientation training as the employee who doesn't
receive an orientation is slow to impact. It is recommended to start the orientation process
before the 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’
external training.
 5.2 Recommendation for PMS
It is recommended for AMICO when using the forced ranking to apply it to employees from the
same department within the same country to avoid the effect of different cultures and business
conditions on the ranking process and to ensure fairness between the employee. or to adopt the
MBO method only and evaluate the performance against the approved standard

6.Summary and Conclusion

This research discussed the roles of HRM in the organization, which are attracting, developing,
and maintaining a quality workforce, emphasizing the importance of optimizing employee
performance through the performance management and training and development system. It
was evident in the analysis of the case study the importance of orientation training in helping
the employees be more productive within a short time. Also, the impact of PA methods on
employee’s performance and motivation. Finally, any business organization looking for success
is recommended to give high importance to individual performance improvement.

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
6.1 Traits and behaviors
Certain personal traits like cognitive, social, honest, competent, forward-looking, motivating, and
problem-solving skills are widespread among the best leaders that enable them to tackle and
solve 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 conduct a research study 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).
Classic leadership theory
1.1.1. 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).
1.1.2. 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.
1.1.3. 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).

1.2. 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.

1.3. 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.

1.4. 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).

1.5. 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).

1.6. 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).
2. 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.

3. 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.

4. 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.

Summary and conclusion

people are the building blocks for any organization. Change management, human resource
management, and leadership are essential subjects in people and organization management.
Change management is applying a structured process and set of tools for leading the people
side of change to achieve the desired outcome.
 At the organizational level, change management is a leadership competency for enabling
change within an organization. It is also a strategic capability designed to increase the change
capacity and responsiveness of the organization.
HRM refers to the management of all decisions within an organization that is related to people. It
concentrates on enhancing the performance of employees to achieve the organization's
objectives. HRM is doing many functions like Planning, Organizing, Directing, Controlling,
Recruitment and Selection, Job Analysis & Design, Performance management, training &
development.
Strong leaders can help an organization maximize productivity and achieve business goals,
whereas weak leadership can hurt productivity and put the organization in trouble. It should also
be considered that there are many different effective and ineffective leadership styles. The
leader should be wise and select a suitable style.
Al Seef Hospital improved its work efficiency by introducing a CMMS in the biomedical
department and passing the Canadian accreditation survey using ADKAR.
HRM in al Seef hospital established a set of policies and procedures to manage the employees
and meet the strategic goals of the management

Portfolio Summary and conclusion

The literature review and case analysis revealed that; people are the most crucial asset for
organization success. It was crystal clear in the change process from AXP to SAP and call
center implementation in AMICO group. And How much the lack of awareness and desire can
slow down the change process progress. Also, it is essential for the organization not only to hire
the right candidate in the right place but also it is crucial to managing their performance for
maximum productivity through the HRM activities such as T&D and PMS; it was evident in
AMICO group case study how far AMICO is showing high concern in the field of T&D and PMS
to assure the maximum productivity and profitability for the organization. Finally, for any success
in the organization it is required essence of the leadership; That can clarify the vision and
mission of the organization, assist the individuals in achieving their targets, and helping them to
get settled in the new innovative environment.

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