Running head: ARTIC MINING CASE STUDY Arctic Mining Consultants Case Study Jacqueline Bryant Pfeiffer University 1 ARTIC MINING CASE STUDY 2 Arctic Mining Consultants Case Study Description Tom Parker was a 43 year old man one who enjoyed outdoor jobs such as ranch hand, steel rigger, headstone installer, prospector and geological field technician. He also had a high level of expertise of nontechnical facets of mineral exploration; claim stalking, line cutting, grid installation, soil sampling, prospecting and trenching. Parker was employed by Arctic Mining Consultants and held positions as a geological technician and field coordinator. He also acted as a project manager when needed. He was responsible for hiring, training and supervising field assistants for all assigned company programs. Those who hold a field assistant position are paid low wages and work up to 12 hours a day. Meals and accommodations are provided for field assistants on assignment. Parker acted as project manager for a job involving staking fifteen claims near Eagle Lake, Alaska. He selected three men that were twice as young as him. These men had previously worked with him on other projects as field assistants. They were named John Talbot, Greg Boyce and Brian Miller. Parker projected it would take seven days to install the fifteen claims that would require sixty miles of line. That would require each man to cover seven lengths each day. Lengths equaled approximately 500 yards. Day 1 The crew drove to Eagle Lake and was flown to the claim site by helicopter. They mapped and discussed plans to oversee and complete the job. Parker told them the job would be completed in seven days if each of them claimed seven and a half lengths a day. He also shared with completion of the job in seven days; a bonus of $300 would be given to each man. ARTIC MINING CASE STUDY 3 Day 2 All crew members did not complete required number of lengths. Miller and Boyce completed six lengths while Parker and Talbot completed eight lengths. Parker did not confront Miller and Boyce on their shortness of lengths. Day 3 All crew did not complete required number of lengths. Miller completed five and a half, Boyce four, Talbot seven and Parker eight lengths. Parker timely completion allowed him time to review Miller and Boyce claim stakes and return to his site for helicopter pick up. Parker blasted Boyce and Miller for not completing required number of lengths. Boyce told Parker he was slowed down in his area because of thick underbrush. Miller shared he did the best he could and would try harder the following day. Parker did not accept any excuses for incompletion of assignments. Talbot talked to Parker in regards to the crew members not meeting the quota of lengths. Talbot told Parker he was being too hard on them as he had only met his quota of lengths by luck. Talbot volunteered to help Miller by switching areas with him. Parker did not agree with Talbot and denied the request. Parker stated Miller needed to work harder. Day 4 Miller and Boyce increased number of completed lengths. Miller completed seven and Boyce completed six and a half. Parker and Talbot completed eight lengths. Parker was uncommunicative with the field assistant's production. Day 5 All crew men did not completed required number of lengths. Miller and Boyce completed six lengths while Talbot completed seven and a half and Parker eight lengths. Parker ARTIC MINING CASE STUDY 4 blasted Boyce and Miller with intense attack on Miller. Parker attacked Miller with accusations of not following instructions and doing what was promised. Parker told Miller he should have never taken the job if he wasn't willing to do the job. Miller informed Parker he was doing his best as he was working through lunch. He also told Parker he did not know how he could do any better. Parker replied that he needed to work harder and with more effort to get the area completed. Miller shared with Boyce his frustration of getting fussed at all the time and would quit the job if he did not have to walk fifty miles to the highway. He also shared he needed the bonus money. Miller asked Boyce why Parker did not attack him being he did not complete required number of lengths. Miller noted Boyce usually completed less than he completed. Miller suggested Boyce to work harder to help deflect Parker's attention on him. Boyce replied he only worked as hard as needed. Day 6 Miller ate breakfast quickly and was the first to be dropped off by the helicopter to assigned site. He also scheduled to be the last for pick up. All men completed the required number of lengths. Miller completed eight and a quarter lengths and Boyce completed seven. Talbot and Parker completed eight lengths each. Parker was uncommunicative with the field assistant's production. Day 7 Miller was first to be dropped off at assigned site and last to be picked up. He worked tirelessly to exhaustion. In a hopeless tone, he shared he worked like a dog and only completed six lengths despite his best efforts. Boyce completed five lengths while Talbot completed seven and Parker seven and a quarter lengths. Parker was angry and shouted thirty four lengths would have to be completed the following day to be on schedule. He directed his anger to Miller ARTIC MINING CASE STUDY 5 accusing him of letting the team down by not completing his work. He proclaimed to Miller excessive time was wasted with his technique to perfect the claim post. Parker stated Miller was not working smart which was the reason he was not able to complete his work. Day 8 Each man was to complete eight lengths. Parker told the men to help each other if needed upon completing their eight lengths. Parker assigned himself ten lengths. Miller developed a defeated attitude after only completing three lengths by noon knowing he would receive a verbal attack from Parker. He reminded himself he would at least get an extra days pay because the job would not be complete. He took a lunch break and rested completing a total of five and a half lengths. Boyce completed seven and a half with the help of Talbot. Parker completed ten and a quarter. Parker was furious with Miller for not completing the eight lengths. Two and a half lengths remained which were completed the following day. Miller never worked for Arctic Mining again though he was offered jobs multiple times by Parker. Boyce worked sporadically for Arctic Mining while Talbot was a full time employee. Diagnosis Prescription Actions MICHAEL SIMPSON CASE STUDY MotivationCase:MichaelSimpson Michael Simpson is one of the most outstanding managers in the management consulting division of Avery McNeil and Company. He is a highly qualified individual with a deep sense of responsibility. Simpson obtained his MBA 2 years ago from one of the leading northeastern schools. Before graduating from business school, Simpson had interviewed with a number of consulting firms and decided that the consulting division of Avery McNeil offered the greatest ARTIC MINING CASE STUDY 6 potential for rapid career progression. Another contributing factor to his accepting the job was that he genuinely liked the people he met during the interview. Simpson was recently promoted to manager, making him the youngest manager at the consulting group. Two years with the firm was an exceptionally short period of time in which to achieve this promotion. Although the promotion was announced, Simpson had not yet been informed of his new salary. Despite the fact that his career had progressed well, he was concerned that his salary would be somewhat lower than the current market value that a headhunter had recently quoted him. Over dinner one night, Simpson said to his wife Diane that he was amazed to hear about the salaries being offered to new MBA's. Simpson commented, \"I certainly hope I get a substantial raise this time, I mean, it just wouldn't be fair to be making the same amount as recent graduates when I've been at the company now for over two years! I'd like to buy a house soon, but with housing costs rising and inflation following, that will depend on my pay raise.\" Several days later, Simpson was working at his desk when Dave Barton, a friend and a colleague, came to Simpson's office. Barton was hired at the same time as Simpson. Barton told Simpson, \"Hey Mike, look at this! I was walking past Jane's desk and saw this memo from the personnel manager lying there. She obviously forgot to put it away. Her boss would kill her if he found out!\" The memo showed the proposed salaries from all individuals in the consulting group that year. Simpson looked over the list and was amazed by what he saw. He said, \"I can't believe this Dave! Walt and Rich are getting $2,000 more than I am.\" Walt Gresham and Rich Watson had been hired recently. Before coming to Avery McNeil, they had both worked one year at another consulting firm. Barton spoke angrily, \"Mike, I knew the firm had to pay them an awful lot to attract them, but to pay them more than people above them is ridiculous!\" \"You know,\" replied Simpson, \"if I hadn't seen Walt and Rich's salaries, I would think I was getting a reasonable raise. Hey listen Dave, let's get out of here. I've had enough to this place for one day.\" Dave replied, \"Okay Mike. Look it's not that bad; after all, you're getting the largest raise.\" On his way home, Simpson tried to think about the situation more objectively. If the division wished to continue attracting MBA's from the top schools, it would have to offer competitive salaries. Starting salaries had increased about $3,500 during the last 2 years. As a result, some of the less-experienced MBAs were earning nearly the same amounts as others who had been with the firm for several years but who had come in at lower starting salaries, even though their pay had been gradually increased over time. Furthermore, because of expanding business, the