File2 SAMPLE SECTIONS The following text is an extract from a students case study analysis.

Look at how the writer has: Directly discussed relevant theory Analytically discussed the case using theoretical concepts Made summary reference to events in the case NB: in this text, the original writer did not provide references, but the use of (ref) marks where they should be inserted.

2. Key Issues 2.1 Leadership There are generally five different perspectives on leadership. These

include Competency, Behavioural, Contingency, Transformational and Implicit Leadership perspectives (ref). Project Manager Tom Parkers leadership style can be explained from a behavioural perspective, which focusses on the extent to which a manager exhibits task-orientated and people-orientated behaviour (ref). Parker clearly demonstrates Task-

orientated behaviour in that he assigned and clarified the task to complete seven and a half lengths a day per person. He tried to ensure performance by setting a goal which he recognised as being far-reaching and not easily achievable. A behavioural perspective indicates that effective leaders should possess high levels of both task- and people-orientated styles (ref), but Parker does not display a great deal of people-orientated behaviour. Parker does not show mutual respect towards all team members, especially towards Millar, whom he deemed to be incompetent in comparison to others. As well as this, Parker showed anger, rather than

concern for his employees well-being when Millar collapsed after working tirelessly all day. The Behavioural perspective is limited in that it assumes task- and people-orientated behaviour is best in all situations (ref). However, the Path-Goal Leadership theory (ref) suggests that any leadership style should take into account the environment of each specific situation. In the case study, Parker does not consider or reassess the situation when it is discovered that some areas are more difficult and slower to work with. Thus, the team members are left with unrealistic goals and stress in being unable to reach the expectations Parker has set.

2.2 Decision making Decision making is the process of making choices from a number of alternatives in order to complete a goal. There are three common

decision making models: Rational Choice, Bounded Rationality and the Garbage Can model (ref). In the case, Parker used a Garbage Can decision-making model. He was given the responsibility to ensure fifteen claims were staked and he decided to have three staff members assist him, and he allowed seven days for completion of the task. Parker based these decisions on his previous experience, and his personal perception that the goal was attainable. He did not evaluate all the various

alternatives and influencing factors to make the best possible decision. He relied on his own perceptions of the work to be undertaken and didnt take into consideration the situational factors. He failed, for example, to consider the different employee perceptions of Millar, who focussed on completing perfect posts, and the others, who focussed on speed. Another situational factor was the terrain. Parker assumed that it was uniformly even, and when he realised that the underbrush was thicker in Millars assigned area, he failed to re-evaluate his decisions. The overall

goal thus became more unrealistic. Parkers Garbage Can decision making was a result of his task orientated leadership style, and ultimately led to aggression and a lack of co-operation in the team.

The following extract is the Recommendations section of the same report youve just been looking at. Can you see how the

recommendations are logically drawn from the discussion?

3. Recommendations Based on the above analysis, it is recommended that the following solutions are implemented in Project teams at Arctic Mining Consultants to ensure that the organisation retains staff, decreases employee stress and improves team effectiveness in order to meet deadlines and production quotas. Leadership style is a key issue in the case. Parker should receive training on how to effectively lead as he occasionally acts in managerial positions. He needs to learn how to measure the situational factors and become more people focused, thus finding a balance with his task orientation. Parker needs to recognise conflict and apply different compromising (ref) strategies in order manage conflict effectively. In addition to leadership and conflict management training, Parker should understand the decision making process and follow a bounded rationality model (ref) instead of a garbage can model. By using the employee involvement model (ref), which encourages employee involvement at the start of the project, i.e. when determining deadlines, Parker (and the organisation) could achieve better problem identification, more effective solutions and a higher decision commitment (ref). If training is not effective in changing Parkers leadership qualities, it is suggested that he not be assigned to managerial roles so that stress and conflict can be avoided.

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