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Oppressive Work Environment 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 1 1. Background 2. Immediate Issues and Symptoms 3. Root Cause/Basic Underlying Issues Background Information or Synopsis - Divide the case into logically sequenced sections using subtitles. List/highlight the factors, points, issues which appear to be most important to you. Do not rewrite the case in essay format. Select the facts from the case which you think are most relevant to the decision making process. Not all information in the case is relevant. - Briefly summarize the case, identifying only those case factors which have a direct bearing on your analysis. Definition of the Issue - This should be a brief paragraph outlining what the root cause/basic underlying issue(s) is/are in the case. Primary problems are root causes or the basic underlying issues; secondary problems are symptoms of the problems or immediate issues going on in the case. - Secondary problems/immediate issues are generally the ones that you are specifically told about in the case. Thus, it's helpful to start with identifying the secondary problems. What are you actually told about in the case? - Primary problems require a deeper level of analysis. Keep asking WHY a certain problem is occurring until you get at the root problem(s)/basic issue(s). - How urgent is the issue? Does it need to be immediately resolved or does the company have some time in coming up with a response? - How important is the issue? Is it central to the organization's operations or a peripheral issue? Analysis of Case Data - Begin this section by substantiating your identification of the root cause/basic issue(s). What are the secondary problems/symptoms/immediate issues that lead you to the identification of the root cause(s). What are the causes and effects that you've identified based on your analysis of the case data? - What impact(s) does the problem or issue have on the organization in terms of costs, quality, customer service or innovation, etc.? - What are the constraints and opportunities operating in the case? What does the organization need to consider in coming up with a solution? - Consider both quantitative and qualitative data provided to you in the case, as appropriate. What are these data telling you about the best way to resolve the issue? - Your analysis needs to be based on defendable arguments. What concepts, theories, models, etc. learned in this and other courses might help you in resolving the issues? Remember that I am looking for something beyond a "common sense x approach to the problem. Use your course concepts! For example, it would be insufficient to say that the organization should conduct training. How, specifically, do they go about doing this? What is the process? What do they need to think about? You should be citing your course materials (knowledge gained from other courses is also encouraged, as appropriate) throughout the case. If you are not, you are not incorporating course concepts to the extent required for the assignment. - I suggest identifying your secondary problems and then review your text and what we've been discussing in class to help you with your primary problem identification. - Once you've identified the problems, use your course concepts to help you brainstorm alternatives, make recommendations, and identify steps for your implementation plan. Background Information or synopsis (use point form) Select the most relevant facts from the case which have a direct bearing on the issue at hand: With recent changes in the organization, The Company is seeking assistance in improvement regarding the issues that have been prevalent. These issues can be divided into two categories: people issues and structural issues. These issues are summarized below. General Information - Founded in 1985 in Jharkhand India by Rajan Mashra who has recently withdrawn from day to day management - Organization consists of over 200 employees - Most coordinators had been with the organization since inception People Issues - New organizational manager (who is the daughter of Mishra) has had to prove herself in the organization - Employees want to change organizational purpose from "facilitating change through rightsbased mobilization" to "capacity building development of the tribal/regional unions and not just their formation" (Cummings \& Worley, 2015, pg. 258) - Old coordinators vs. new coordinators: little trust between the groups, new didn't feel welcomed by the seniors, seniors believed the new coordinators were over ambitious and got right into the field without first understanding the organization - Older employees choose to work their because of their dedication to the original cause, younger get paid more which is thought to be discriminatory - New entrants didn't go through socialization process, leaving them feeling unwelcomed Structural Issues - Structural concerns: structured along both geographic and program dimensions, confusion as a result of overlap in reporting relationships and responsibilities between programs and regions. - Different units seemed to be operating in silos with little coordination and a total absence of centralization at any level. - Lack of coordination, little sharing of information, coordinating mechanisms are absent - Concern of job security - Irregularity of reporting of coordinators - New leaders concerned about gender, however interviews showed they were open to having a woman leader Assumptions - The organization is flourishing financially - There are three geographic locations (3 coordinators) 2 THE COMPANY CASE ANAL YSIS THE COMPANY CASE ANALYSIS THE COMPANY CASE ANALYSIS THE COMPANY CASE ANAL YSIS Oppressive Work Environment 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 1 1. Background 2. Immediate Issues and Symptoms 3. Root Cause/Basic Underlying Issues Background Information or Synopsis - Divide the case into logically sequenced sections using subtitles. List/highlight the factors, points, issues which appear to be most important to you. Do not rewrite the case in essay format. Select the facts from the case which you think are most relevant to the decision making process. Not all information in the case is relevant. - Briefly summarize the case, identifying only those case factors which have a direct bearing on your analysis. Definition of the Issue - This should be a brief paragraph outlining what the root cause/basic underlying issue(s) is/are in the case. Primary problems are root causes or the basic underlying issues; secondary problems are symptoms of the problems or immediate issues going on in the case. - Secondary problems/immediate issues are generally the ones that you are specifically told about in the case. Thus, it's helpful to start with identifying the secondary problems. What are you actually told about in the case? - Primary problems require a deeper level of analysis. Keep asking WHY a certain problem is occurring until you get at the root problem(s)/basic issue(s). - How urgent is the issue? Does it need to be immediately resolved or does the company have some time in coming up with a response? - How important is the issue? Is it central to the organization's operations or a peripheral issue? Analysis of Case Data - Begin this section by substantiating your identification of the root cause/basic issue(s). What are the secondary problems/symptoms/immediate issues that lead you to the identification of the root cause(s). What are the causes and effects that you've identified based on your analysis of the case data? - What impact(s) does the problem or issue have on the organization in terms of costs, quality, customer service or innovation, etc.? - What are the constraints and opportunities operating in the case? What does the organization need to consider in coming up with a solution? - Consider both quantitative and qualitative data provided to you in the case, as appropriate. What are these data telling you about the best way to resolve the issue? - Your analysis needs to be based on defendable arguments. What concepts, theories, models, etc. learned in this and other courses might help you in resolving the issues? Remember that I am looking for something beyond a "common sense x approach to the problem. Use your course concepts! For example, it would be insufficient to say that the organization should conduct training. How, specifically, do they go about doing this? What is the process? What do they need to think about? You should be citing your course materials (knowledge gained from other courses is also encouraged, as appropriate) throughout the case. If you are not, you are not incorporating course concepts to the extent required for the assignment. - I suggest identifying your secondary problems and then review your text and what we've been discussing in class to help you with your primary problem identification. - Once you've identified the problems, use your course concepts to help you brainstorm alternatives, make recommendations, and identify steps for your implementation plan. Background Information or synopsis (use point form) Select the most relevant facts from the case which have a direct bearing on the issue at hand: With recent changes in the organization, The Company is seeking assistance in improvement regarding the issues that have been prevalent. These issues can be divided into two categories: people issues and structural issues. These issues are summarized below. General Information - Founded in 1985 in Jharkhand India by Rajan Mashra who has recently withdrawn from day to day management - Organization consists of over 200 employees - Most coordinators had been with the organization since inception People Issues - New organizational manager (who is the daughter of Mishra) has had to prove herself in the organization - Employees want to change organizational purpose from "facilitating change through rightsbased mobilization" to "capacity building development of the tribal/regional unions and not just their formation" (Cummings \& Worley, 2015, pg. 258) - Old coordinators vs. new coordinators: little trust between the groups, new didn't feel welcomed by the seniors, seniors believed the new coordinators were over ambitious and got right into the field without first understanding the organization - Older employees choose to work their because of their dedication to the original cause, younger get paid more which is thought to be discriminatory - New entrants didn't go through socialization process, leaving them feeling unwelcomed Structural Issues - Structural concerns: structured along both geographic and program dimensions, confusion as a result of overlap in reporting relationships and responsibilities between programs and regions. - Different units seemed to be operating in silos with little coordination and a total absence of centralization at any level. - Lack of coordination, little sharing of information, coordinating mechanisms are absent - Concern of job security - Irregularity of reporting of coordinators - New leaders concerned about gender, however interviews showed they were open to having a woman leader Assumptions - The organization is flourishing financially - There are three geographic locations (3 coordinators) 2 THE COMPANY CASE ANAL YSIS THE COMPANY CASE ANALYSIS THE COMPANY CASE ANALYSIS THE COMPANY CASE ANAL YSIS