The Canadian National Bank

Executive Summary

The main problem in the case is to let Lesley quickly react and take necessary yet effective actions to prevent the crisis becoming more complex since the crisis likely developing. There are underling problems that have led the crisis that are occurring, these sub problems can be determined as the power struggle between Lesley and Pam, contribution of the organizational structure of Chatham Branch of the Canadian National Bank, motivation of Lesley and Pam, Lesley viewed Pam as a perception error (recency and primary effect). The alternatives for short term are: 1. Lesley should immediately explain her situation to the Human Resource Department and send the request the dismissal of Pam Stewart. 2. Lesley should ask Pam's co- worker to do an informal interview to Pam (Sarah will be the best choice), and give Pam an opportunity to present her view. 3. Lesley can give Pam a formal verbal warning about Pam's actions of insulting Lesley and not doing the given task. 4. Lesley should give Pam a written warning about Pam's actions of insulting Lesley and not doing the given task. If the verbal warning fails to correct Pam's action. For the long term is that Lesley should send a request the head office of the Canadian Nation Bank to demand changes within the Customer Service Capacity Management. The recommendation of the case is: Lesley should ask Pam's co- worker to do an informal interview to Pam (Sarah will be the best choice), and give Pam an opportunity to present her view of the incidents such as insulting Lesley and refusing to do the task that is given by Lesley. By following the guidelines for corrective action procedures and depending on how well the interview goes, in a result Lesley can either give Pam a verbal or written warning. Finally Lesley should request the changes of the CSCM.

Background

In response to Lesley Mahon's rejection of her unfriendly employee Pam Stewart's request of taking day-off on every Thursday that she was scheduled to work due to the decision made by CSCM for her accounting course, Pam Stewart complained a formal writing statement which seems to be a serious allegation to the NCEC at head office that Lesley was impeding her personal and professional development by not allowing her to take the accounting course.

Main Problem

The main problem in the case is to let Lesley quickly react and take necessary yet effective actions to prevent the crisis becoming more complex since the crisis likely developing.

Sub problems

There are underling problems that have led the crisis that are occurring, these sub problems can be determined as the power struggle between Lesley and Pam, contribution of the organizational structure of Chatham Branch of the Canadian National Bank, motivation of Lesley and Pam, Lesley viewed Pam as a perception error (recency and primary effect).

Specific Area Of Interest To Case

Chatham Branch has staff of 12, everybody knows each other very well. Pam Stewart was 43 years of age, Lesley was 24 years of age. Pam Stewart only had high school diploma, married with children, she had worked in Canadian National Bank Chatham Branch for over 25 years, her colleagues described her as stern, very exacting and professional, she had knowledge and many years of experience of the operations of the bank, her performance evaluations over last five years indicated above average rating in all criteria of her job description. Lesley had a degree of Honors Business Administration from Richard Ivey School of Business that is one of the best business schools in the world, she went to a special training program with the Canadian National Bank in all aspects of retail banking, she had certain knowledge and experience of management. Pam had once applied for Lesley's position that is the manager of customer service, but the manager for all branches of the bank in the Chatham region refused her for uncertain reason.

Analysis

Power and Influence

In Human Resource, sources of power are identified by John French and Bertram Raven as reward power, coercive power, legitimate power, referent power and expert power. Each power or combinations of these powers refer to certain influence strategies. In this case, coercive power and expert power are highlighted. Since Pam as a subordinate had worked in her position for over 25 years, and had better knowledge and experience of the operations of the bank over others, and was admired by her colleagues for her professional working, therefore she is determined to have expert power which influence others. In the case, Lesley seems lacking on using the coercive power (at the early stage of the case she tended to ignore Pam's unrespect and follow Pam's wills) in order to apply the retribution from the influence strategies, thus caused an imbalance power in the organization that is Chatham Branch of the Canadian National Bank, it leads to Pam's unrespect towards Lesley at the early stage of the case, and it is one of the roots that causes the main problem occurring. Although at the later stage of the case Lesley tried to apply coercive power on Pam by not allowing her to take accounting course for the benefit of the bank, it is too late to balance to power since the imbalance power had been existed for certain period of time.

Motivation- McClelland's Theory

McClelland identifies three fundamental needs that are important to understanding motivation in organization setting: the need for achievement, the need for affiliation and the need of power. In this case, the need of affiliation and the need of power are highlighted. Lesley seems to be focusing on the need of affiliation from the beginning to the end of the case since she ignored Pam's unrespect when she arrived the bank, she did not do anything about missing referrals from Pam except a calm and friendly chat, she tried to remain calm and talk friendly yet reasonable to Pam when Pam demanded taking every Thursday off which was impossible. All the incidents between Lesley and Pam and Lesley's reaction to these incidents shows that she had a desire to interact with other people, she tried to maintain and establish close, friendly interpersonal relationship with others. Pam in the case shows her need of power from the beginning to the end, since she once applied customer service manager position and always argued with current manager Lesley (shows that her desire of taking controlling role), she is more