The Old Family Bank Case Study
Mr. H. Day, the VP of management information systems of Old Family bank started to examine various areas of the bank which included turnover rates, attendance issues and productivity of each group within the bank. In his findings, Mr. Day didn’t find any startling facts except in the check-sorting and computer services department. In his findings, Mr. Day discovered that the check-sorting department ranked first as the most productive unit and the computer services came in last in productivity. Mr. Day decided to speak to each member of both respective departments to gain some insight into the dynamics of each group’s behavior (Brown, 2011 p. 141).
The members of the check-sorting department felt a strong sense of loyalty to the bank. These workers felt that management put more emphasis on production rather than support units ( Brown, 2011 p. 141). In the data processing department, members received better pay raises and had a major gap in between the areas with different skill differences. On the other hand, these members had little loyalty to the bank. Micro
The computer services department were loyal to each other but had very little loyalty to the company. The check-sorting department felt disrespected based upon their pay level(s) and felt that the company doesn’t value their strong contributions to the company.
The managers over both of the computer services department and check-sorting have not explained the pay scale and how it intertwines with the rest of the organization’s department. In addition, each of the managers of the respective teams do not know how the employees feel or what was actually going on within their departments. Each team should have an open forum where employees can voice their opinions and know that their managers will try to find a resolution to their problem(s).
Productivity is greatly affected within both teams. The data that is...
References: Brown, Donald R.. An experiental approach to organization development . 8th ed. Saddle River: Prentice Hall, 2011. Print
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