case study:Ted Banacek smiled as the "I've got some good news and I've got some bad

news" refrain kept repeating itself in his mind. "I can really appreciate it now."

he thought to himself as he sat at this desk, looking out the window at the empty

parking lot.

The good news was that Ted had recently been promoted to the assistant

manager's job at State Bank's Westbury Mall Branch. The Westbury Mail

Branch, one of the larger, busier branches in State Bank's network, had seven

full-time tellers and three full-time new accounts personnel. li was something of

an honor to be made assistant manager after starting at the bank less than one

year ago

For the past four months, Ted had really enjoyed his duties, he was learning

about new aspects of banking, meeting customers, working with employees.

Ted was particularly pleased that his time in the bank's Management Trainee

Program had finally paid off. Once in an assistant manager's spot, a branch

manager's job was just a matter of time. He wanted to do this job exceptionally

well

The bad news was the job was a lot tougher than he had imagined, and now

he was sitting in boiling water with his job on the line-or so he thought. He

was upset, nervous, and just plain confused. As he stared out the window, he re-

called how it all began.

From the first day he worked for her, Ted thought this manager. Janice

Schuster,was a good boss: She was easy to talk to and gave Ted atten-

tion and advice. Over time, she had given him increasing responsibility

for running the day-to-day operations of the branch as she made more

and more sales calls on customers outside the branch. They both grew

extremely confident of Ted's ability, so there was no concern or fanfare

when Janice began her vacation two weeks ago. Indeed, during her first

week away. things went smoothly, and Ted had experienced no major

problems.

He thought the second week would be like the first, and it had been

very briefly, until about 10:30 on Monday morning. A customer had just

found a charge on his checking account. The charge was four months

old, well beyond the normal grace period established by the bank.the customer explained: "I just sehind Patting at my catements and

found this charge. I've been a good customer here for a long time and

don't think I should have to pay for this one item. I'd like the amount

refunded to me."

Ted had handled these situations before. He know the fee was a legiti-

mate one and that the notification period had elapsed. He also knew that

the bank wanted to increase fee income. He felt strongly that there was

no mistake on the bank's part and declined to reverse the charge. Ted

used his best business manner to explain the situation to the customer

nicely, but the customer was not pleased. Obviously upset, the customer

finally left Ted's desk and went to the teller line to cash a check

Ted shrugged his shoulders. "If you'd have brought this in sooner," he

thinks, "we might have done something. Tough luck." He then busied

himself with other things.

About 10 minutes later, Ted scanned the lobby during a work break. He

noticed that the displeased customer was talking to one of the tellers and

Judy Miller, a new accounts clerk. He could see that it was an animated

discussion. At one point, the customer pointed in Ted's direction. Both

the teller and Judy shook their heads in agreement. He notices that other

customers and tellers seemed to be listening in on their conversation. He

shrugged his shoulders and got back to work

Later that day, after the branch closed, one of the other tellers asked to

talk to Ted privately. Ted listened as she told him: "I think you should

know what Judy was talking about with that customer today. The

customer was complaining that you did not refund her $3.75 charge.

Judy just happened to overhear the complaint and then started agreeing

with the customer that you should have refunded the money and that it

was dumb that you didn't. I was embarrassed because some of the other

customers heard it, too. Some of the tellers also heard the tale, and now

they're making jokes and complaining about your '$3.75 mistake"!"

Ted said, "Thanks for telling me." He felt his stomach knot a little.

QUESTIONS:

1. what are the key or problems of the case?
2. prioritize the issues of problem?
3. it is necessary to identify the cause of the problem?
4. brainstorm the options available.
5. evaluate the option: advantages disadvantages
6. select the optimum solution:
7. describe how the solution should be implement.