Arctic Mining Consultants -Team Paper

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Arctic Mining Consultants -Team Paper

C. Arias, Q. Couthen, J. Edwards, M. Edwards, B. Hollins, C. Johnson and M. McNeil

Webster University

MGMT 5590- Organizational Behavior

Mr. Vince Stovall

February 3, 2010

Abstract

The purpose of this paper is to display the team efforts of using the six-step approach to problem solving. The members of the team have reviewed a case study on Arctic Mining Consultant’s which describes a project manager’s dilemma to complete a project, but he runs into many obstacles trying to do so. The methodology of the team is to use various research literature to support the findings of poor management and leadership skills, lack of motivation and inadequate planning. In this environment, an organization depends more than ever on its ability to create and manage teams that can leverage all of its leadership capabilities and creativity—and in the process make the entire organization more agile, more responsive, and more innovative. Unfortunately, all too many teams fail to achieve their objectives. There can be many reasons for this failure, not all of them within the control of the organization or the team, but we believe that the problem often lies in our whole conception of what makes teams effective.

TABLE OF CONTENTS

Page
ABSTRACT………….…………………………………………………………… …2

INTRODUCTION……………………………………………………………………4, 5

LITERATURE REVIEW(S)………………………………………………………….6, 7, 8, 9, 10

DEFINING THE PROBLEM………………………………………………………...11, 12

IDENTIFY THE KILLER CAUSES…………………………………………………13, 14

BRAINSTORMING……………………………………………………………….....15, 16

CHOOSE THE BEST SOLUTIONS…………………………………………………17

TAKE ACTION……………………………………………………………………....18

BACKUP PLAN……………………………………………………………………. 19

CONCLUSION……………………………………………………………………….20

REFERENCE PAGE………………………………………………………………….21

Introduction
This Arctic Mining case provides an insight into some dynamics of team management. We see how motivation can easily be lost and allow de-motivation to set in. The case centers around the actions and decisions of the project manager, Tom Parker. How his actions an decisions affects his team members. As the project manager, Tom hired three men to work on this job: John Talbot, Greg Boyce, and Brian Millar. All three had had previously worked with Tom as field assistant. Finding good hard labor for low pay is hard to come by and usually tough to find reliable employees. So working with people you know is usually a good management strategy. The team of four had to stake a 60 mile area in 7 days. This seemed to be an extremely hard task to complete but the project manager felt it was achievable. The team would receive a bonus of $300 each if completed within 7 days. The morale was very low for this team of consultants. The Project Manager was stereotyping and had selective attention towards one of his crew members. The project manager, showed no empathy towards a team member even though he was persistent in trying his hardest. However, due to situational factors they could not accomplish his job. The project manager had this perception already made up in his mind that he is not and will not put in the effort to complete the job. The project manager did not see the situation as the main cause of the behavior but rather the person himself. There were external factors at work that prevented him from producing the results he wanted. The project manager’s attitude or belief is that people are in control of their own destiny and because the team member wasn’t putting in the effort, he was categorized or stereotyped as lazy. The team manager targeted his anger towards the team member (Brian Millar), constantly producing negative reinforcement which lowered his self esteem. Brian did not think it was fair that Tom targeted him and not any other team members like (Greg Boyce) who didn’t put in the same amount of effort. Brian would have like to quit on the spot but needed the...
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