ARCTIC MINING CONSULTANTS

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Issues of management and organizational behaviour

Structure

The structure of this consultant company is wanting since it fails to incorporate systems for solving divergences and for making decision. This is portrayed by the coordinator who declares that their staking around Eagle Lake will take a week with no opposition. He makes the decision singly but requires it to be followed by the entire team thus a lack of group dynamics. He also remains stringent not to change this decision though even up to the last day was unachieved since it was impractical. Variations and informal conclusion on the efforts put by each employee has been portrayed with Miller and Boyce being stereotyped as wadding behind in finishing their targets without doing a root cause analysis. Parker’s attitude towards these employees is not instilling motivation in them. Features of efficient structures in this association are lacking, these include formalisation in communication, specialisation in what one can do best, centralisation and also decentralising of authority avoiding totalitarianism by Parker in aspects of decision making. Their is thus employee disproportion in dissemination of jobs yet the turnover is expected to be equal, employees are continually dissatisfied and de-motivated thus abridged positive outcomes (DeConinck, 2011).

Values of the organisation

In the aspects of organization’s collectiveness in its values and beliefs and how much they are adhered to then this organizations arrangement is wanting. Such values have been withheld and neglected as evidenced by the lack empowerment of employees through continued admonishment, lack of participation in decision making and ultimately the setting of unrealistic expectations. The values such as time frames, working hours, overtime working and the terms of compensation are lacking in Arctic consultants. This is evidenced by the when the amount of work target dictates the working hours and the coordinator dictates the bonus for overtime working which is unethical and demoralises employees questioning the quality of work (Rego, Ribeiro & Cunha, 2010). This is portrayed by their continued decline in performance with some even not hoping to get the bonus though they worked overtime. This has caused a lack of a favourable working environment with no contentment for the work one does hence poor focus and vision towards its completion.

Decision making

In Arctic mining consultants, decision making is exclusively done by the manager who has great power and influence due to his experience dictating when, what time and how much employees on completing the job will receive. This is what has resulted to poor reflection on the decisions making them unrealistic and not feasible (Peng & Chiu, 2010). A clear understanding on why this project is done hastily is also lacking since the decision on how it was reached can not be comprehended thus an increased lack of commitment causing lack of its completion in time.

Motivation and job satisfaction

The problems of inequity in job allotting; frequent reprimand by the leadership of these consultants on non performance is the cause for demoralisation in this job. This is shown by Miller who has a carefree attitude on concerning his bonus thus no need to overwork himself yet receive no appreciation for his work. He claims to openly work to get his pay since he has give up on his monthly bonus which they were promised by their boss. He feels he does not qualify for it hence job dissatisfaction since no matter how he tries to work and sacrifice for his work no one appreciates. This among other aspects of poor employee involvement foresaw the lack of completion of this task.