Consulting Report

Consulting Report on City One Bank

Synopsis

This case is about an uncompromising situation that has caused the conflicts and secluded the branch manager. The productivity declined due to lack of focus from the employees and management. The role of a district manager became a question mark as to whether he was contributing to expanding the branch's productivity. Even the Regional Executive was unable to handle the situation anymore. The district manager over used his authority and directly started to address issues solely concerning to the relevant authority (who is a branch manager here). District manager changed the practices and made almost every employee turn to him in case of any issue. This out-rooted the role of branch manager. Besides, the culture of the organization also changed and caused counterproductive behaviors like gossips that derailed the pattern of productivity of the employees.

Abusive behavior became the routine including absenteeism and late comings. On the other hand, the branch manager retreated from his current responsibilities and authority. He lacked he needed support from his district manager and he became unproductive. He tried to avoid the entire undesirable situation by availing all his accumulated leaves and started to report late for work. The inappropriate behavior of the district manager affected the overall productivity of the branch. The job satisfaction level of the branch manager declined and caused him less productive than required. Stress made him suffer his motivation level. There is no history of incentives and rewards for the branch manager form his reporting authority. The branch fell apart due to ill-management of one person. The management really has to think of ways out. The communication of the hierarchy does not seem to present in the branch.

Consulting Report

Scholarly Framework

In order to have a smooth cultivation of management, the authorities have to follow the chain of distributed roles. Conflicts are not necessarily bad until and unless they are not unproductive. This case is highly unproductive and demands the immediate understanding of the behaviors and general culture at the organization. The conflict management teams first have to find out the root causes of that can create the conflicts. It can take place as a consequence of conflicting goals and preferences. There is lack of shared vision. Conflict due to contrasting personalities is another cause. There is a competition to acquire maximum resources (Cascio, 2013).

Power has to be an ability to exercise influence and authority on the people around. Power can prevail at any level and in any relationship. Manager and leaders have the power to define the role of other employees. Power is not necessary confines within management. Employees sometimes perceive power through higher management. Besides, there are other shareholders who may have power over managers and employees. The distribution of power is imperative for the assumption of power. In today's world, it is totally different from old practices when it was perceived as a tool to rule over others. It is now rather a tool to manage your available resources (Frey & Osterloh, ...