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Mariam works for a large Brazilian bank. Mariam and fellow staff members are advised that because of changing economic conditions, and the need to ensure that the bank meets shareholder expectations, the bank will undertake organisational restructuring. Staff are advised that a number of branches will close and that job losses of about 6,500 will be covered by voluntary redundancy. Some staff react to the bank's announcement by going on sick leave. The change process particularly embitters Mariam's manager, who has worked for the bank for 27 years. Once an affable, likeable manager, he now shouts and swears at staff, lacks patience, is intolerant, abuses people, and becomes autocratic and terse in his managerial style. When speaking to some of his staff, particularly those who have chosen to accept the bank's voluntary redundancy package, he is sarcastic. He yells at them to complete set tasks, chastises them for minor errors, criticizes them in front of other staff members and customers, and generally "makes life difficult". Mariam considers that she has a strong work ethic, but finds it increasingly difficult to work with her manager. The manager's behaviour leaves Mariam suffering from a "combination of anxiety and depression" that eventually manifests in chest pains. Mariam says, "I thought I was having heart attacks every day and I had to actually go and get some medical help". Mariam admits that she paints herself as a victim, is bitter, anxious and depressed, and is at a loss to understand why. Complete the following from the IVEY Case Analysis TEMPLATE: PART 2 4. Analysis of Case Data 5. Describe Alternative to Resolve Root Cause/basic Issues 6. Decision Criteria 4. Analysis of Case Data \begin{tabular}{|l|l|} \hline Causes \& Effects & \\ \hline Constraints & \\ \hline Opportunities & \\ \hline Quantitative Data & \\ \hline Qualitative Data & \\ \hline Course Concepts & \\ \hline Relevant to Case & \\ \hline \end{tabular} 5. Describe alternatives to resolve root cause/basic issues. \begin{tabular}{|l|l|} \hline Issue & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline \end{tabular} \begin{tabular}{|l|l|} \hline \multicolumn{2}{|c|}{6 . Decision Criteria } \\ \hline What are the criteria that are important to making this decision? & Justification for choosing this criterion \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline \end{tabular} THE COMPANY CASE ANAL YSIS Analysis of Case Data 7 THE COMPANY CASE ANAL YSIS - New women leaders felt they would not be welcomed and respected as leaders because of their gender, however most coordinators noted they would be open to having a woman leader. \begin{tabular}{|l|l|l} Course & - & Lewin's Change Model: two forces within the organization are either trying to \\ Concepts & maintain the status quo or pushing for change (Cummings \& Worley, 2015, \\ pg. 22) - this can be related to how the new members are pushing for change \\ Relevant to & while the old members are stuck in their ways and don't feel it is necessary to Case & change. \end{tabular} - Three interventions that need to take place in order to solve these issues: - Human Process Interventions. focusing on the processes involving people including: communication, problem solving, group decisionmaking, and leadership (Cummings \& Worley, 2015, pg. 157). - Through this intervention we can implement the change programs of process consultation and team building to both interpersonal relations and helping the organization to more effectively accomplish tasks (Cummings \& Worley, 2015, pg. 157). The use of intergroup relations and large group interventions will assist in the development of interactions between divisions of the workforce and clarify important group values and goals (Cummings \& Worley, 2015, pg. 158). - Human Resource Management Interventions. supporting individuals in organizations (Cummings \& Worley, 2015, pg. 160). - Change methods for assisting in organizational talent such as coaching and mentoring will help members become more comfortable with each other and assist each other in the daily activities of the organization. This facilitates greater success and confidence in the workplace. - Strategic Change Interventions. implemented to increase cohesion between the "business strategy, organizational design, and the larger environment" (Cummings \& Worley, 2015, pg. 161). - Transforming the organizational design including structure, policies, and management processes, as well as participate in a culture change to which new values, norms, and goals are created (Cummings \& Worley, 2015, pg. 161) - The theory of effective change management outlines the major activities that need to take place in order to implement change that will be successful (Cummings \& Worley, 2015, pg. 180). This includes: Motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum (Cummings \& Worley, 2015, pg. 180). This relates to the case as it outlines the most effective ways to implement change that will last and be successful. Following these guidelines will assist this organization in moving forward in a proactive way, and promote success for the future. THE COMPANY CASE ANAL YSIS Describe alternatives to resolve root cause/basic issues. \begin{tabular}{|c|l|} \hline Issue & \multicolumn{1}{|c|}{ Considerations/Support } \\ \hline Organizational & Creating an organizational contract will solve the majority of the issues in the workforce. New leaders can earn credibility through gaining Conderstanding about the the workforce and expressing their knowledge about strategic workforce planning. There can be a reduction of confusion surrounding the structure of the workforce, as there will be proper protocols and enforced rules to ensure that everyone is meeting deadlines. The creation of a vision and goals are very important when creating a contract. This will take the input of each individual and ensure that each member is comfortable with the values of the organization. If everyone is on the same page with regards to the organization's purpose and values, they will be more likely to stay committed and perform to their greatest potential. This will increase the amount of communication and strengthen relationships. \\ \hline Increase communication and improve relationships between new and senior members of the workforce through placing individuals with similar roles and personalities in mentoring partnerships. New members will feel welcomed into the workforce and will feel more comfortable in a supporting atmosphere. This will reduce the tension between the two groups and facilitate a learning experience for all. The new members can learn the ins and the outs of the organization and the new members can share their newly developed skills. This will work for the betterment of each individual. The success of this relationship building exercise will create a better trust of the new leadership figures, reducing apprehension and prejudice. \\ \hline Pay & Training senior members on new skills and techniques specifically in unions,technology,andinterpe \end{tabular} 9 THE COMPANY CASE ANALYSIS to get back on track. There will be a high turnover rate as the workplace environment will be very stressful and spread out. Each member will focus on individual success rather than group success. Referring to the Open Systems model, we can see how important the social components of an organization are to generate positive outputs (Cummings \& Worley, 2015, pg. 93). If work relationships and internal environment are toxic then the outputs will in turn be toxic. 10 THE COMPANY CASE ANALYSIS The quality of external relationships reflects the organization's ability to understand their clients and their needs, which shows their credibility in their field. Lastly, the quality of internal relationships reflects how the culture of the organization is shared and how each member is able to encourage each other and be encouraged. This is important to the success of the workplace. Quality is also measured in quality of work life, concerning "work satisfaction, team cohesion, and organizational commitment" (Cummings \& Worley, 2015, pg. 108). THE COMPANY CASE ANAL YSIS Alternative Assessment 12 THE COMPANY CASE ANAL YSIS Mariam works for a large Brazilian bank. Mariam and fellow staff members are advised that because of changing economic conditions, and the need to ensure that the bank meets shareholder expectations, the bank will undertake organisational restructuring. Staff are advised that a number of branches will close and that job losses of about 6,500 will be covered by voluntary redundancy. Some staff react to the bank's announcement by going on sick leave. The change process particularly embitters Mariam's manager, who has worked for the bank for 27 years. Once an affable, likeable manager, he now shouts and swears at staff, lacks patience, is intolerant, abuses people, and becomes autocratic and terse in his managerial style. When speaking to some of his staff, particularly those who have chosen to accept the bank's voluntary redundancy package, he is sarcastic. He yells at them to complete set tasks, chastises them for minor errors, criticizes them in front of other staff members and customers, and generally "makes life difficult". Mariam considers that she has a strong work ethic, but finds it increasingly difficult to work with her manager. The manager's behaviour leaves Mariam suffering from a "combination of anxiety and depression" that eventually manifests in chest pains. Mariam says, "I thought I was having heart attacks every day and I had to actually go and get some medical help". Mariam admits that she paints herself as a victim, is bitter, anxious and depressed, and is at a loss to understand why. Complete the following from the IVEY Case Analysis TEMPLATE: PART 2 4. Analysis of Case Data 5. Describe Alternative to Resolve Root Cause/basic Issues 6. Decision Criteria 4. Analysis of Case Data \begin{tabular}{|l|l|} \hline Causes \& Effects & \\ \hline Constraints & \\ \hline Opportunities & \\ \hline Quantitative Data & \\ \hline Qualitative Data & \\ \hline Course Concepts & \\ \hline Relevant to Case & \\ \hline \end{tabular} 5. Describe alternatives to resolve root cause/basic issues. \begin{tabular}{|l|l|} \hline Issue & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline \end{tabular} \begin{tabular}{|l|l|} \hline \multicolumn{2}{|c|}{6 . Decision Criteria } \\ \hline What are the criteria that are important to making this decision? & Justification for choosing this criterion \\ \hline & \\ \hline & \\ \hline & \\ \hline & \\ \hline \end{tabular} THE COMPANY CASE ANAL YSIS Analysis of Case Data 7 THE COMPANY CASE ANAL YSIS - New women leaders felt they would not be welcomed and respected as leaders because of their gender, however most coordinators noted they would be open to having a woman leader. \begin{tabular}{|l|l|l} Course & - & Lewin's Change Model: two forces within the organization are either trying to \\ Concepts & maintain the status quo or pushing for change (Cummings \& Worley, 2015, \\ pg. 22) - this can be related to how the new members are pushing for change \\ Relevant to & while the old members are stuck in their ways and don't feel it is necessary to Case & change. \end{tabular} - Three interventions that need to take place in order to solve these issues: - Human Process Interventions. focusing on the processes involving people including: communication, problem solving, group decisionmaking, and leadership (Cummings \& Worley, 2015, pg. 157). - Through this intervention we can implement the change programs of process consultation and team building to both interpersonal relations and helping the organization to more effectively accomplish tasks (Cummings \& Worley, 2015, pg. 157). The use of intergroup relations and large group interventions will assist in the development of interactions between divisions of the workforce and clarify important group values and goals (Cummings \& Worley, 2015, pg. 158). - Human Resource Management Interventions. supporting individuals in organizations (Cummings \& Worley, 2015, pg. 160). - Change methods for assisting in organizational talent such as coaching and mentoring will help members become more comfortable with each other and assist each other in the daily activities of the organization. This facilitates greater success and confidence in the workplace. - Strategic Change Interventions. implemented to increase cohesion between the "business strategy, organizational design, and the larger environment" (Cummings \& Worley, 2015, pg. 161). - Transforming the organizational design including structure, policies, and management processes, as well as participate in a culture change to which new values, norms, and goals are created (Cummings \& Worley, 2015, pg. 161) - The theory of effective change management outlines the major activities that need to take place in order to implement change that will be successful (Cummings \& Worley, 2015, pg. 180). This includes: Motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum (Cummings \& Worley, 2015, pg. 180). This relates to the case as it outlines the most effective ways to implement change that will last and be successful. Following these guidelines will assist this organization in moving forward in a proactive way, and promote success for the future. THE COMPANY CASE ANAL YSIS Describe alternatives to resolve root cause/basic issues. \begin{tabular}{|c|l|} \hline Issue & \multicolumn{1}{|c|}{ Considerations/Support } \\ \hline Organizational & Creating an organizational contract will solve the majority of the issues in the workforce. New leaders can earn credibility through gaining Conderstanding about the the workforce and expressing their knowledge about strategic workforce planning. There can be a reduction of confusion surrounding the structure of the workforce, as there will be proper protocols and enforced rules to ensure that everyone is meeting deadlines. The creation of a vision and goals are very important when creating a contract. This will take the input of each individual and ensure that each member is comfortable with the values of the organization. If everyone is on the same page with regards to the organization's purpose and values, they will be more likely to stay committed and perform to their greatest potential. This will increase the amount of communication and strengthen relationships. \\ \hline Increase communication and improve relationships between new and senior members of the workforce through placing individuals with similar roles and personalities in mentoring partnerships. New members will feel welcomed into the workforce and will feel more comfortable in a supporting atmosphere. This will reduce the tension between the two groups and facilitate a learning experience for all. The new members can learn the ins and the outs of the organization and the new members can share their newly developed skills. This will work for the betterment of each individual. The success of this relationship building exercise will create a better trust of the new leadership figures, reducing apprehension and prejudice. \\ \hline Pay & Training senior members on new skills and techniques specifically in unions,technology,andinterpe \end{tabular} 9 THE COMPANY CASE ANALYSIS to get back on track. There will be a high turnover rate as the workplace environment will be very stressful and spread out. Each member will focus on individual success rather than group success. Referring to the Open Systems model, we can see how important the social components of an organization are to generate positive outputs (Cummings \& Worley, 2015, pg. 93). If work relationships and internal environment are toxic then the outputs will in turn be toxic. 10 THE COMPANY CASE ANALYSIS The quality of external relationships reflects the organization's ability to understand their clients and their needs, which shows their credibility in their field. Lastly, the quality of internal relationships reflects how the culture of the organization is shared and how each member is able to encourage each other and be encouraged. This is important to the success of the workplace. Quality is also measured in quality of work life, concerning "work satisfaction, team cohesion, and organizational commitment" (Cummings \& Worley, 2015, pg. 108). THE COMPANY CASE ANAL YSIS Alternative Assessment 12 THE COMPANY CASE ANAL YSIS