Td Analysis Based on the Three Organizational Lenses

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  • Topic: Toronto-Dominion Bank, Customer service, TD Canada Trust
  • Pages : 25 (8142 words )
  • Download(s) : 76
  • Published : February 27, 2013
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Table of Contents

Introduction.…………………………………………………………………………………………...1 Strategic Design Aspect.…………………………………………………………………………...2 Grouping.……………………………………………………………………….............…….…...2 Task …………………………………………………………………………………...……….....4 Linking………………………………………………………………………………...………......5 Alignment……………………………………………………………………………...……….....6 Political Perspective……………………………………………………………………….....8 Interests…………………………………………………………………….…………..……….....8 Power and Influence……………………………………………………….….……….………...10 Culture Aspect……………………………………..………………...……………………....12 Symbolism – Artifacts…………………………………………………………...……………....12 Values………………………………………….………………………………...……………....13 Assumptions…………………………………………………………………………..……….....13 Processes – Routines and Relationships……………………………………………....………....15 Sub Cultures…………………………………………………………………………..……….....15 Integration: All 3 Lenses………………………………………………………..………....17 Interviews…………………………………………………………….…..………....Appendix A Interview 1 ………………………………………………………………………….………....A19 Interview 2 ………………………………………………………………………….………....A22 Organization Charts………………………………………………........………...Appendix B Figure 1.1 – The Different Business Units of TDBFG..………………….…………..………..B26 Figure 1.2 – Relationships between Different Departments in TD..…………………..……….B27 Figure 1.3 – Levels of Administration at TD Canada Trust .………………………..................B28 Figure 1.4 – Power Grid………………………………………………………………………..B29 Introduction

Working at one of North America’s leading banks – the Toronto Dominion Bank – would surely open a lot of doors for anyone looking to begin a career in the financial services industry. Serving more than 22 million clients at 2450 branches in Canada and the United States, the bank has been awarded the prestigious J.D. Power and Associates award 7 years in a row. This demonstrates the high calibre of its employees and management, both of which receive the utmost quality of training. Since its inception in 1856, the bank has developed significantly to become the sixth largest branch network in North America with the second highest market capitalization in Canada. This was effectively achieved through a number of mergers and acquisitions, namely with Dominion Bank in 1955, Canada Trust in 2000 and more recently Banknorth in the United States in 2005. The aforementioned entities each had their respective cultures and strategic objectives, which TD incorporated into its own culture to achieve continued success. These substantial feats would not have been possible without the commitment of its 85000 employees. TD makes sure to recognize the time and effort of its employees via numerous benefits and opportunities for growth within the company – thus, it is not surprising that TD was selected as one of Canada’s Top 100 Employers for the sixth consecutive time in 2012. This report provides an in depth analysis of TD Bank Financial Group (TDBFG) through the three main organization perspectives: Strategic Design, Political Lens and Cultural Lens. Each section will consist of pertinent information necessary to better understand the organization from various perspectives. In addition the information provided will aid prospective employees in achieving their aspirations in the banking industry by starting a career at TD. Strategic Design

For any new employee to be successful and move up the corporate ladder in TDBFG, one must have a comprehensive outlook on each division within TD as well as its competition. Being one of the Big Five Banks in Canada entails a high degree of prestige and an important strategic issue faced by the bank is building on its competitive advantage and market share. TD’s overarching mission statement is to “be the better bank” by achieving profitable and sustainable growth in the long run. This can be accomplished by effectively providing value to customers and shareholders, and giving back to the community. Grouping

The main strategic objective of TDBFG is to effectively gain...
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