Agents of Change: Bank Branch Managers and the Management of Corporate Culture Change.
AGENTS OF CHANGE: BANK BRANCH MANAGERS AND THE MANAGEMENT OF CORPORATE CULTURE CHANGE.
EXECUTIVE SUMMARY
Change is generally important in any organization to meet the unending challenges faced from all corners. One way of effective accomplishment of organizational transformation is through change based on a process. It hence is fitting so say organizational change is what often drives culture change. Culture change is agreeably dynamic and depends to a larger extent on leadership and management.
Research into two of Norway’s largest banks suggests that lower level managers and Branch managers are more influential in driving culture change. Our focus will be to understand what approaches were used in implementing those changes and the impact of those changes in the organization.
TABLE OF CONTENTS Contents EXECUTIVE SUMMARY I INTRODUCTION 1 1. APPROACHES TO CHANGE TAKEN 2 A. COMMERCIAL BANK 2 B. SAVINGS BANK 3 i. Information and Consciousness Building 3 ii. Reinforcing Change 4 iii. Messages In Relation to Measurement 4 iv. Teamwork 4 2. IMPACT OF CHANGE IMPLEMENTATION 5 i. NEW CULTURE 5 ii. BRANCH MANAGERS AND LOW- LEVEL MANAGERS AS CHANGE AGENTS 5 3. SUCCESS AND SHORTCOMINGS OF CHANGE IN BOTH BANKS 6 4. CONSEQUENCES OF CHANGE TO ORGANIZATIONS EMPLOYEE’S 7 5. CONCLUSION AND RECOMMENDATION 9 REFERENCES/ BIBLIOGRAPGY 10
INTRODUCTION
Change in organization, especially culture change is dynamic and is created by the people through interactions amongst themselves in the organization. Leadership behavior shapes culture change based on norms, rules, routines and structures as outlined by Schein (2004).
When organizations face challenges and their continued existence is endangered, it becomes the responsibility of their leadership to be conscious of such challenge and take necessary actions to solve the situation. We thus can say in this context that leadership as well as culture is two sides of the same
EXECUTIVE SUMMARY
Change is generally important in any organization to meet the unending challenges faced from all corners. One way of effective accomplishment of organizational transformation is through change based on a process. It hence is fitting so say organizational change is what often drives culture change. Culture change is agreeably dynamic and depends to a larger extent on leadership and management.
Research into two of Norway’s largest banks suggests that lower level managers and Branch managers are more influential in driving culture change. Our focus will be to understand what approaches were used in implementing those changes and the impact of those changes in the organization.
TABLE OF CONTENTS Contents EXECUTIVE SUMMARY I INTRODUCTION 1 1. APPROACHES TO CHANGE TAKEN 2 A. COMMERCIAL BANK 2 B. SAVINGS BANK 3 i. Information and Consciousness Building 3 ii. Reinforcing Change 4 iii. Messages In Relation to Measurement 4 iv. Teamwork 4 2. IMPACT OF CHANGE IMPLEMENTATION 5 i. NEW CULTURE 5 ii. BRANCH MANAGERS AND LOW- LEVEL MANAGERS AS CHANGE AGENTS 5 3. SUCCESS AND SHORTCOMINGS OF CHANGE IN BOTH BANKS 6 4. CONSEQUENCES OF CHANGE TO ORGANIZATIONS EMPLOYEE’S 7 5. CONCLUSION AND RECOMMENDATION 9 REFERENCES/ BIBLIOGRAPGY 10
INTRODUCTION
Change in organization, especially culture change is dynamic and is created by the people through interactions amongst themselves in the organization. Leadership behavior shapes culture change based on norms, rules, routines and structures as outlined by Schein (2004).
When organizations face challenges and their continued existence is endangered, it becomes the responsibility of their leadership to be conscious of such challenge and take necessary actions to solve the situation. We thus can say in this context that leadership as well as culture is two sides of the same
References: BIBLIOGRAPGY 1. Bjorn Brubakk, Adrian Wilkinson, (1996) "Agents of change?: Bank branch managers and the management of corporate culture change", International Journal of Service Industry Management, Vol. 7 Iss: 2, pp.21 - 43 2. Haydn Bennett, Mark Durkin, (2000) "The effects of organizational change on employee psychological attachment An exploratory study", Journal of Managerial Psychology, Vol. 15 Iss: 2, pp.126 – 146 3. Lewin, K (1947). ‘Frontiers in group dynamics’. Field theory in social sciences. In Cartwright, D (Ed.). London: Social science paperbacks. 4. Schermerhorn J., Hunt J., Osborne R.,( 1994). “Managing organizational behavior”, 5th edition. New York: John Wiley & Sons. 5. Schein, E. H. (2004). “Organizational culture and leadership”. San Francisco: Jossey- Bass. 6. Simone C.O., Brian A. A., (2011) “Training and development process and Organizational Culture Change”, Organizational Development Journal, Vol. 21, Iss. 1 pp.33- 42 7. Steven Davis (2004) “Culture in Banking”; the ‘soft stuff’ drives the hard results. Accountancy Ireland, October 2004 pp.15-17 viewed from: http://docs.google.com/viewer?a=v&q=cache:gQ634PMJbk4J:www.dibc.co.uk/culture_in_banking.pdf+culture+change+in+norwegian+banks&hl=en&pid=bl&srcid=ADGEESiuhCwWQB_QonFEwYANIjBf-C14l6aF7dTZsriG0-WI-gQ70E8vOU_gJ5234af44nscLQAqCPh7BVKyCsw3pIQyOx0sWvFREYo7wfvK9 6D1uITkhhjkd5qVUfmhufLP7gC1LCRL&sig=AHIEtbR82ehvExGacsiLLpPsP0C3wsUlDA | |