Answer

A brief case summary

● Tom Parker works at Arctic Mining Consultants as a field technician and coordinator.
His duties include hiring, supervising, and training field assistants who, despite their
laborious efforts, are paid relatively poorly. Parker in this instance oversaw a task that
involved three team members.
● In Alaska, close to Eagle Lake, the project was completed. It was the responsibility of
John Talbot, Brian Miller, and Greg Boyce to stake 15 claims by drawing a line with
flagging tape. The four team members were required to finish seven or more lines per
day because a total of 60 lines were needed. Parker helped the team members create
a work plan. But when Miller and Boyce didn't follow the plan, he was upset. Miller,
who appeared to be so slow, received occasional insults from him. Miller left the site
feeling so discouraged even though the work wasn't even finished in the allotted seven
days. He never again performed work for the business.

1. How are you or an appropriate organization going to implement changes?

● In this situation, it's crucial to offer Parker some suggestions on how to improve the
team's performance. Parker, as project manager and team leader, had the
responsibility of directing the team's work and ensuring its success. Parker was
ultimately responsible for the project's successful conclusion.
Priority one for Parker should be to develop equitable methods of treating each team
member. In this situation, the steward leadership style may be advantageous because
he should serve as a mentor and help his subordinates with their work. He ought to
give the team's less effective players some advice rather than disrespect Millar and
shout him down. Parker may use the steward leadership style to increase the
effectiveness and output of the team's work, but his criticism may be more pointed;
rather than recommending that Millar and Boyce put in more effort, he could provide
some options to enhance their performance. Parker should also make an effort to
accept Millar's offer and relocate Millar to the area where Talbot worked. By doing
this, Parker would show Millar that he was ready to delegate a lot of authority to his
staff members and to support initiative. It was obvious that the team needed to work
closely together, and Parker should support Millar and the other team members'
initiatives rather than suppressing and depriving them of them. For instance, in the
worst-case scenario, nothing would change if Parker agreed to modify Millar and
Talbot's areas, while in the best-case scenario, Millar's performance would continue to
improve.
● Parker should also try to encourage Millar rather than discourage him. Despite the fact
that Boyce didn't perform any better than Millar, Parker actually targeted and
criticized Millar. In fact, Parker decided to direct his fury at Millar because of the
 subpar performances of Boyce and Millar. He was unaware of Millar's efforts to help
him perform better at the same time.
● On the other side, Parker ought to criticize Boyce as sharply as he did Millar. To
singling out Millar when Boyce's performance was equally as poor was obviously unfair.
Anyhow, it's necessary to receive constructive criticism. This implies that Parker should
stand by his criticism and provide specific recommendations for Millar and Boyce to
enhance their performance. The suggestion to try harder would have obviously failed
horribly. The alternative would be. Anyhow, it's necessary to receive constructive
criticism. This implies that Parker should stand by his criticism and provide specific
recommendations for Millar and Boyce to enhance their performance. The suggestion
to try harder would have obviously failed horribly. It would be more beneficial if
Parker suggested Millar alter his working methods in some way to speed up his job.
● Parker ought to discuss the reasons why certain team members performed better or
worse than the rest of the group. Actually, the team needs to discuss the problem. The
group should pool their expertise and experience to help Millar and Boyce tackle the
issue and work more efficiently. By communicating at the conclusion of each day, each
team member could address their issues and improve their performance, enabling the
project to be finished successfully. Finally, bonuses should be given out based on how
far each team member has advanced throughout the project's execution.

How are you or an appropriate organization going to implement changes?

● Since it clearly outlines each team member's responsibilities and can improve team
performance, effective team management is essential for the successful completion of
projects. The actions of the team under Parker's leadership and the case of Arctic
Mining Consultants may be mentioned in this context.
● In reality, the team has demonstrated inefficiency because of internal conflicts that
have prevented it from finishing the project successfully, even though it had the
capacity to do so on schedule. Internal conflicts, on the other hand, had grown into an
impassable roadblock in the way of the team's ability to successfully complete the
project. As a result, effective team and project management is essential for teams to
function effectively. However, managers also need to be able to maintain positive
team dynamics, a positive work environment, and team cohesion in order to achieve
successful performance results.

Structure

● It is essential to concentrate on the team's structure when examining the project that
Parker's team worked on. To begin with, Parker is a project manager who also leads
 the team. He invited experts that he was acquainted with through his prior
employment at Boyce, Talbot, and Millar. As a result, the project team was composed
of experts who could do the task in seven days. The crew was consequently faced with
a challenge because the project needed to be completed in a relatively short amount
of time.
● The project team, made up of Parker, Talbot, Boyce, and Millar, was organized into
four stakes-focused sections. Parker simultaneously led the crew and oversaw the
project. The stakes were allocated equally among the members of each team, and
each team was required to accomplish the identical task. In this situation, the team
should produce positive results, but for this to happen, everyone in the team must
cooperate and give it their all.

Culture and values

● In fact, the team was able to play better because Talbot, Boyce, and Millar served as
Parker's field assistants. The team might have been able to finish the project
successfully if Parker had been able to bring the group together and encourage
everyone to work well together. It's important to stress that Parker has already
interacted with each team member in this regard. He was therefore highly acquainted
in them. To create an effective teamwork strategy and create and implement a plan
that would enable the team to maximize its performance within seven days, he should
in this instance call on the knowledge of each team member.
● It's important to note that the team was working on the same project at this time, had
similar objectives and motivation, and was eager to finish it. As a result, it was the
project manager's responsibility to gather his staff and encourage teamwork. They
fundamentally have the same opinions and pursue comparable goals. They therefore
held the elements that drew them together. The project manager made an effort to
focus on carrying out and successfully completing the project.

Leadership

● As the project manager, Parker served as the team's leader. However, he was unable to
successfully discharge his duties as a leader. Instead of inspiring internal conflict and
motivating Millar to work more, he prevented the team from successfully finishing the
project. The leader did not provide Millar his aid or attention when he needed it. He
pushed him instead, accusing him of being too sluggish to exert more effort.

Motivation

● In such a circumstance, it is possible to talk about the team members' lack of

motivation. In reality, the team members' expected bonus for finishing the project
 served as their sole source of motivation. However, given Millar's strong desire to quit
the project, which he would do if he weren't in such a remote place, this motivation
has shown to be entirely ineffective. Parker should use non-material motivation in this
situation because he is the leader. As Millar's performance increased, he could, for
instance, offer motivating criticism. Parker, though, had taken no action.

Group Dynamic

● In this case, the group dynamic was quite negative since, instead of working as a
cohesive unit, Millar and Boyce lagged behind Talbort and Parker from the beginning of
the project, and Millar gave up entirely by the conclusion.
As they adjust to the rapidly shifting external business environment, local and global
economies, and technological innovation, the majority of businesses are in a constant
state of flux. This means that a company's procedures, methods, and strategies must
change and evolve on a frequent basis in order for it to remain competitive.
● Your people, who are your most precious asset, are impacted by change. Losing
employees is expensive because of the ensuing recruitment expenses and the time
needed to train new employees. Every time a worker leaves the workplace, they take
important insider knowledge about your business with them.
● You can ensure that the transition goes well and that your workforce is guided along
the way by using a change management approach. The sad truth is that about 70% of
change initiatives fail because of unfavorable employee attitudes and inefficient
managerial decisions. By hiring a knowledgeable change management consultant, you
might join the 30% of people who are successful.

1. Define the change precisely and tie it to corporate objectives.

● Although it might seem straightforward, many businesses skip this important first step.
To ensure that the change will move your company in the right strategic, financial, and
ethical path requires careful evaluation of the change against organizational
objectives and performance targets. Expressing the need for change is one thing;
putting it into action is quite another. You can determine the amount of time and
resources you'll need to put into the modification by evaluating its value at this point.

2. Identify the effects and those they affect.

● Once you are certain of what you want to accomplish and why, you should examine the
effects of the change at various organizational levels. Examine the effect on each
division of the company as well as how it permeates the organization to the person.
 With the help of this information, a plan will be created showing where the most
assistance and support are needed to lessen the consequences.

3. Create a communication plan.

● Although all employees should be included in the change process, the employees who
need to be notified of the change will have been determined in the first two
processes. Find the best communication strategy to convince the person or group to
join you. The communication strategy should contain a timeline for when the change
will be gradually conveyed, key statements, as well as the channels and media you
want to use.

4. Give efficient instruction.

● Your employees must realize they will receive formal or informal training to provide
them with the knowledge and abilities they'll need to function effectively as the
change is implemented now that the message about the change has been made clear. a
collection of short online courses, or blended learning. For training, one option is to
use a set of online microlearning courses, a blended learning approach with in-person
training sessions, or on-the-job coaching and mentoring.

5. Create a framework for support.

● It's crucial to provide a framework of support to aid in people's emotional and practical
acclimatization to the change, as well as their development of the attitudes and
expertise required to achieve certain company objectives. Given that some changes
may lead to layoffs or reorganizations, you might think about providing
assistance—such as counseling—to help employees cope with the situation. To assist
personnel in adjusting to changes in how a function is carried out, a mentorship
program or an open-door policy with management could be established.

6. Measure the process of change.

● Throughout the change management process, a system should be in place to monitor

the impact of the changes on the business and to ensure that opportunities for ongoing
training to advance proficiency exist. Additionally, you want to evaluate the success of
your change management plan and keep a record of any lessons learned.