Bill Corwin was employed by a large bank for several years. He started as a messenger, and then was assigned to a branch.
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Principles and Practice of Management
Case (20 Marks)
Bill Corwin was employed by a large
bank for several years. He started as a messenger, and then was assigned to a
branch. He progressed in this branch from a bookkeeping clerk to a platform
assistant. In this position he had a variety of duties largely centering on
administrative assistance to the officers of the branch. The bank’s many
branches were divided regionally, each region having a group of officers
responsible for the branches in that region. Bill was transferred from the
branch in which he had worked for 12 years to a branch in another region. At the
time of his transfer he was told that the branch was completely “run down” as
to operational procedures and systems. The branch had a normal complement of 4
officers and 35 staff members. One month prior to Bill’s transfer, one of the
four officers had retired, and two weeks after this retirement the branch
manager was hospitalized with a serious illness. When Bill arrived at his new
assignment, he found a rather demoralized situation. Complete lack of interest
was shown by the two remaining officers and the rest of the staff was not
properly trained or disciplined. The two officers did not know Bill, and they
were informed by the regional office that he was being assigned to the branch
as a platform replacement for only two weeks. During his first week at the
branch Bill discovered that the senior clerks were not qualified to train other
staff members, customer complaints were rampant, there was both a record of
excessive absenteeism and excessive overtime, and the branch had received very
poor audit reports by the bank’s internal auditors with the same major
exceptions reported on the previous four audits. After two weeks Bill was
called to the regional office and offered the job of operations officer. He was
told that he would receive the official title in two months,. He was also told
that the present operations officer, who had held the job at this branch for
seven years, was to be relieved of all operational responsibilities and that he
would be instructed to work with Bill until the branch was functioning
effectively. Bill returned to the branch and started on his assignment. He
found the former operations officer cooperative for about one week. Bill then
decided to go ahead without the help of the former operations officer. Over the
next three months he worked almost every night until 8:00 or 9:00 p.m. He tried
to correct the problems that had developed over several years. The training of
employees involved considerable time, and he found it necessary to release 12
clerks who were causing trouble in various ways. The remaining staff and
replacements started to function smoothly. He received his title as promised.
Then the branch manager returned to work after his prolonged illness. A week
after his returned he called Bill to his office and questioned his efforts in
the branch. He told Bill that the former operations officer had mentioned that
he was an upsetting influence in the branch, had fired several good people, did
not know his job, and that he left his job early several days a week.
Answer
the following question.
Q1.
If you were Bill, how would you answer the branch manager?
Q2.
Did the regional office handle Bill’s transfer properly? Explain
Q3.
What should be done by the regional office now?
Q4.
Do you believe that Bill can function effectively as a manager in this branch?
Justify.
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