Angry Branch manager
...oday¡¦s increasingly competitive and demanding workplace managers can not succeed on their technical skills alone. They have to develop good people skills. A large part of the success in management job is demanding good interpersonal and people skills. Managers need to be technically competent in there area of expertise but technical knowledge is not enough. Therefore, although Henry has a good sales expertise and trained his employees well about how to sell loans, he has deficiencies and malpractices in myriad dimensions from management and organizational behavior school of thoughts. First of all, from the management skills dimension, Henry has very well sales skills because promotion to branch manager was usually based on previous performance as an account executive. Looking from human skills, he does not have the ability to work with, understand and motivate other people both individually and in groups. Also he is deficient in conceptual skills because this process requires managers to spot problems, identify alternatives that can correct them, evaluate those alternatives and select the best one. In this respect as a branch they should not only emphasize their organization productivity but also improve the organizational satisfaction of employees that deal with customers. Today, it is claimed that success of any effort at improving quality and productivity must include employees. Since many organizations have failed due to their failure to please customers. The company is facing high rate of turn over eventually would result in increased recruiting, selection and training costs. In addition, a high rate of turn over can disrupt the efficiency running of an organization when knowledgeable and experienced personnel leave and replacements must be found and prepared to assume positions of responsibility. Also, Henry was not able to satisfy by mere increased commission motive because either close employees or even one customer was mistreated by the branch manager. Due to these facts there is also absenteeism which is failure to report by dismissed or afraid workers. To shape the desired behavior namely productivity henry uses positive reinforcement, negative reinforcement, punishment and extinction. They all have pros and cons in terms of their consequences. For instance, positive reinforcement is a powerful tool for modifying and rewarding performance enhancing behaviors, management increases the likelihood that they will be repeated. By emphasizing productivity Henry sat generous commission programs for his branch team. Furthermore, using mental and physical abuse, intimidation etc. he can eliminate undesired behaviors more quickly than negative punishment does, but punished behavior tends to be only temporarily suppressed rather than permanently changed. And punishment may produce unpleasant side effects such as lower morale and higher turnover and absenteeism as seen in the branch. Splitting commission bonus and laying off employees from branch are both examples of negative punishment and extinction. If we analyze organizationally expressed behaviors of employees that they hold towards their jobs it could be inferred that they not so promising. As it is stated previously from job satisfaction point there are serious concerned issues that distressed the working place and caused 80 per cent turnover and widespread fear and felling of insecurity among workers. Also, considerable level of absence and high turnover rate show that there is low job involvement. Thus, all these results can lead us to another conclusion that employees do not identifies with a particular organization and its goals and wishes to maintain membership in the organization also proves low organizational commitment. During the interview one of the employees made a statement that Henry was making them more money than ever before and implicitly stating that there is no need to rattle him out. This example shows that even though there is cognitive dissonance at the branch thanks to importance of the financial motive and rewards that involved in dissonance caused associates to turn down the claims of complained ones. Up to this point all of the two complaining attitudes was not able to corroborate or preponderance of evidence suggested that Henry¡¦s management style was sufficient and Human resources agreed. Though third voice and agreed issues lead us to claim that attitudes are vogue and ambiguous. In this stage we had better evaluate the case from self perception theory because behavior attitude is stronger at predicting people¡¦s actions. It is very clear that branch manager¡¦s extra economic motives and increased incomes do not necessarily translate into higher job satisfaction and money does not seem to buy happiness. This implementation reveals that Henry uses short term goals that not necessarily enough to revamp sustainable productivity growth. Furthermore, to explain recent drop in job satisfaction, Henry coerced employees to increased productivity through higher production goals. Abilities, Personality Traits, Values Of The Manager And Team Abilities of the manager Values Terminal values „Ï Lack of empathy The omnipotence „Ï Loving rewards and desires with passions Immorality „Ï Lack of humanistic emotions „Ï Manipulating everyone „Ï Nearly no social skills „Ï Generally exploiting human beings „Ï Obsession in production „Ï Suppressed feelings of its employees „Ï Putting into actions hard sanctions for rebels Personality traits Instrumental Values „Ï Challenging Ambitious „Ï Assertive Autocrative „Ï Resolute Industrious „Ï Determined Deceptive and Tricky „Ï Dominant Manipulating „Ï Serious Humiliating „Ï Though-minded Exploiting „Ï So suspicious „Ï Authoritative „Ï Overworking „Ï Tense „Ï Distrusting „Ï Irritating „Ï Complex and confusing „Ï Apprehensive „Ï Unconscious about the consequences of what it is doing „Ï Bad-tempered „Ï Insubmissive Personality Attributes Influencing OB „Ï Internal locus of control „Ï High Machiavellianism „Ï High self-esteem „Ï High self-motivating by money „Ï High risk taking „Ï High quantity of life „Ï High materialism and production orientation „Ï Cognitive dissonance „Ï Low emotional intelligence Cultural diversity problem exist within the branch. Since all of the key players of company are immigrants and they seem that haven¡¦t been cohesive and different personalities affect way of doing work. In fact, there is evidence that cultures differ in terms of people¡¦s relationship to their environment. In countries such as in North America people believe that they can dominate their environment. In Middle Eastern countries, believe that life is essentially preordained. It could be noted that there is close parallel to internal and external locus of control. Therefore, a larger proportion of externals in the North America are compared to Middle Eastern and Caucasian work force. Erosion of ethical standards is widespread happen in the branch. Henry tape-recorded his conversations with his employees and upper level managers. This cannot be considered ethical, not to mention the fact that he was also threading them in case of any interaction with the HR department. It very obvious that is not able to maintain the principle of the right jobs for the right persons namely, deficiency in personality fit job. In order to get optimum level of efficiency and effectiveness that is to say, productivity it should be considered whether personality, attitudes and behaviors will fit to the requirements of the job that they will perform. For instance, Henry as being High MACH and type A personality has not been able to manage work with other people. If the HR had analyzed his personality properly, it could be understood that he is pragmatist who is interested only about the results not the whole process. Another breeding destructive case is intimidation and actions taken against human rights. By intimidating employees the entire branch would be demotivated and this most probably affect their performance negatively also, cynicism would keep job involvement, satisfaction and organizational citizenship behavior at minimum level. The company has already previously convicted of race discrimination and seems that here old habits prevail nothing has changed much this again refers to insufficiency in managerial approach and also more important the ineffective working of HR department. One of the lacking and destructive side of Henry is inability to adjust his behavior to external, situational factors which means that his low self monit...