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Assignment-1 Case study Jan 09, 2010

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Assignment-1 Case study Jan 09, 2010 Empty Assignment-1 Case study Jan 09, 2010

Post by urs_dani Tue Jan 05, 2010 1:46 pm

ASSIGNMENT 01 CASE STUDY MARKS: 30

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Sarah Brown was the new manager of a suburban office of Metro Bank. The branch
office was experiencing low morale and lower productivity than expected. One of the
difficulties was that office serves as an informal training centre for young managers. New
hires who needed experience as loan officers or assistant branch managers were assigned
here for training. When they reached a certain level of competence, they were promoted
out of the branch office. This practice was demoralizing the assistants and other
employees, who felt exploited and saw no personal reward in training their bosses. After
with some checking with the boss and other people at corporate headquarters, Sarah
concluded that it would be impossible to change this program. Her branch was one of
those considered to be essential for executive development in Metro Bank.

During her first few months on the job, Sarah got to know her employees quite well. She
reviewed performance records and met with each employee in the branch to talk about
the person’s career aspirations. She learned that many of her employees were quite
capable and could do much more than they were presently doing. However, they had
never seen themselves as going anywhere in the organization. Sarah searched for a
unique idea for the branch that would integrate the needs of her employees with the
objectives of executive development program, and in the process better serves the bank’s
customers. She formulated the following strategic objective: “To be the branch that best
develops managerial talent while still offering quality customer service”.

From this decision flowed a series of actions. First, Sarah declared that development
opportunities for growth would be open for all and she initiated a career development
program for her employees. For those who wanted career advancement, she negotiated
with the central training department for spaces in some of its programs. She persuaded
the personnel department to inform her regularly about job openings that might interest
her employees including those not involved in the executive development program. Next,
she built rewards into the appraisal system for employees who helped others learn, so that
even those who did not aspire to advance would get some benefit from contributing to the
new objective. To provide adequate backup in service functions she instituted cross-
training. Not only did this training provide a reserve of assistance when one function was
experiencing peak workload, it also contributed to a better understanding of the policies
and procedures in other functions. Sarah also used developmental assignments with her
own subordinate managers. She frequently had the assistant managers run staff meetings,
represent the branch office at corporate meetings or carry out some of her other
managerial responsibilities.

The changes made by Sarah resulted in major gains. By repeatedly stressing the strategic
objectives in her words and actions, she gave the branch office a distinctive character.
Employees felt increased pride and morale improved. Some of the old timers acquired
new aspirations and after developing their skills, advanced into higher positions in the
bank. Even who remained at the branch office felt good about the advancement of others


because now they saw their role as crucial for individual and organizational success
rather than as a thankless task. The new spirit carried over to the treatment of customers
and together with increased competence provided by cross-training, it resulted in faster
and better service to customers.



QUESTIONS:

1. Which of the following leadership behaviors did Sarah use to change the
branch office and motivate employees? Justify your answer. (15 Marks)
Transactional behaviors:
Contingent reward
Active management by exception
Passive management by exception
Laissez-faire
Transformational behaviors:
Idealized influence
Individualized consideration
Inspirational motivation
Intellectual stimulation

2. Describe Sarah’s vision for her branch office of the bank. (5 Marks)

3. Do you think Sarah should be classified as charismatic leader, a
transformational leader, or both? Why? (10 Marks)

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Assignment-1 Case study Jan 09, 2010 Empty Re: Assignment-1 Case study Jan 09, 2010

Post by Admin Sat Jan 30, 2010 10:29 am

Question No. 01





Sarah used Transformational
Behavior to change the employee’s behavior and motivate them as follows:


12




Idealized Influence







Sarah to arouses followers to
feel a powerful identification and strong emotions by:





  • She demonstrating an inclusive vision.






  • She integrated the need of career advancement with
    the organization, objective to develop the executive.






  • Sarah exhibiting great commitment and persistence in
    pursing objectives.






  • Sarah gives confidence in the vision of the organization.






  • She builds trust and confidence among employees by
    giving opportunity to her branch employee for development and growth.






  • She symbolizes the goals and mission of organization.








Individualized Consideration







Sarah provides coaching, support
and encouragement of the employee as:





  • She meet each employee for explore their individual
    needs.






  • She develops interpersonal connections with
    employees.






  • She genuinely caring and showing this compassion in
    actions.






  • She encourages continuous development and growth of
    employees.








Inspirational Motivation







Sarah models high values as an
example, and includes communication of an inspiring vision, She also promotes
powerful symbols to arouse greater effort and a feeling of belonging by :





  • She inspires the employee to perform.






  • Clarifying where the organization will be in future.






  • Creating a strong sense of purpose among employees.






  • Aligning individual and organizational needs.






  • She helps the employee to achieve more that even they
    though was possible.








Intellectual Stimulation







Sarah influences followers to
view problems from a fresh perspective and with a new increase awareness as:








  • She encouraging the imagination of employees.






  • She challenge the old ways of ding things by
    developing new strategy for employee.






  • She was looks the new ways to do things in a better
    way.






  • She willing to take risks for potential gains.









Question No. 02


3


“To be branch that best develops
managerial talent while still offering quality customer service”





Question No. 03





9


Sarah is a transformational
leader





Transformational leadership has
desire and ability to raise the consciousness of other by appealing to powerful
moral values and ideals. Sarah is transform employee of her branch beyond the
dishonorable emotions of jealously, greed and fear to higher principles of
liberty, justice and humanitarianism.





Sarah influences her employee by
serving as a teacher, mentor and coach. She seeks to elevate and empower other
to a higher level. She influences all their subordinates.





In this way Sarah get loyalty,
trust, admiration and respect from their employee. She motivated to serve the
employee and achieve more than expected from it.





Sarah raises the level of motivation and morality of their employee and
get the benefits of synergy that might
existing whereby every one gets raised to higher level of performance.





Sarah provides a sense of purpose
and meaning that unite employees to achieved a common set of goals.





The end result of Sarah’s
leadership is inspiring them to be more
committed and building their self-confidence to provide a faster and better
service to customers.





Steven Covey who once wrote





“The goal of transformational leadership is to ‘transform’ people
and organizations in a literal sense- to change them in min and hear; enlarge
vision, insight, and understanding; clarify purposes; make behavior congruent
with beliefs, principles, or values; and bring about changes that are
permanent, self perpetuating and momentum building. ”

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