Managers Job in Context - Case Study Example

Managers Job in Context Name Course Institution Professor Date Table of Contents Table of Contents 2 1.0 Introduction 3 2.0 Organizational Background – national Bank 3 3.0 Requirements and Job Description of Branch Manager 3 4.0 Mr. Smith’s Key People – Internal and External Interactions 4 4.1 Internal Interactions 5 Human Resource Manager 5 Loan Officer 5 Credit Manager 6 Bank Operational Manager 6 Customer Service Manager 7 4.2 External Interactions 7 Holland’s chambers of commerce 7 Customers 7 5.0 Nature and evaluation of interdependencies 8 6.0 Recommendations 9 7.0 References 10 1.0 Introduction Managers form quite an integral part within any given organization. Their role over the years has evolved undergoing significant changes in different organizations and industries. It is the responsibility of managers to ensure that supervisors do their work with the ultimate aim of ensuring that employees accomplish their goals and objectives in the organization (Robbins, 2009). Both the character and skill that a manager has is what drives an organization towards success and profitability. It is therefore important for an organization to have the right manager in place with adequate supervisory and management skills to run staff performance (Robbins, 2006). 2.0 Organizational Background – national Bank Michael Smith is a branch manager at the National Bank of Holland. National Bank contributes greatly as far as investments of Holland in the global business world are concerned. The bank offers a wide range of services such as offering finances for real estate investments, electronic banking services, treasury and corporate services among others. 3.0 Requirements and Job Description of Branch Manager Michael Smith works hand in hand with different departments and levels of the company ranging from the employees at the bottom level to the top management. Mr. Smith is responsible of supervising the entire branch. He is also in charge of ensuring that the bank improves its profits as well as bringing in new clients for the company. In addition, as manager, Mr. Smith sets the goals and objectives for the company bearing the responsibility of ensuring that they are met in accordance with the accepted bank standards. He also makes sure that the bank maintains high standards in its operations through effective handling of complaints from customers, developing and motivating the staff members in the company. Due to the fact that Mr. smith carries the responsibility of all staff employed in the company he is therefore incorporated in various processes in the bank such as training, supervision and hiring of the staff. It is quite essential since he has to communicate to the staff providing them with adequate supervision to ensure that they carry out their activities in line with the bank’s standards and procedures for money handling and dealing with customers. Mr. Smith also coordinates activities under the direction of the top management to make effective the policies of the bank, practices and procedures that involve permitting or extending such as lines of credit, credit loans and commercial loans. More experience is necessitated in this position due to the fact that a large staff is dealt with. Basically, personality characteristics are the most crucial in managing the branch. In this case, Mr. Smith should bear qualities such as being someone of action and not just thinking or mere words, an extrovert and an internalizer. This way having diverse personality traits would lead to good performance in the management of the company. 4.0 Mr. Smith’s Key People – Internal and External Interactions In the company, Mr. Smith interacts with various employees towards achieving his goals for the company. These employees include; the operations manager, human resource manager, the accountant, credit manager, marketing financial adviser, customer service manager, the loan officer and the bank cashier. On the other hand Mr. Smith also interacts with people from outside the company namely the customers, branch managers in other banks, real estate agencies, Holland’s chambers of commerce and auditors. In accordance with Mr. Smith’s goals for the organization, the following interactions bear great importance. 4.1 Internal Interactions Human Resource Manager Kevin Hill is the human resource manager for national bank for several years now. He is highly experienced in this area of work. He is a creative person, who upholds ethics and together with his social connections, he is able to ensure smooth progress of work in his area. He is a friendly individual, strict but at the same time understanding to the staff and easy going. This is what makes him to get along well with all the members of staff (Stone, 2005). Hill manages the team of human resource professionals as well as the support staff in regards to the provision of high quality and efficient services in the bank. Hill depends on Mr.Smith in the selection, hiring and training process of new employees. On the other hand Mr. Smith depends on Hill in the management of staff and resources in a competent way in accomplishing the objectives for the bank. A strong relation ship exists between the human resource manager and the branch manager hence making easy process such as implementation of work standards, policies and procedures in the bank (Stone, 2005). Loan Officer The loan officer for national Bank is Albert Gibson. Basically Gibson operates as an intermediary between borrowers and the bank. He has a personality that has greatly contributed to his achievements in this position. He is an enthusiastic person, determined and has dynamic skills in communication. He is responsible of approving or requesting loans, representing the bank to borrowers and borrowers to the bank. On a weekly basis, Gibson creates reports for Mr. Smith for the verification and approval of various borrowers. Finally, Mr. Smith meets up with the borrowers and Gibson for approval. Credit Manager The credit manager for the bank is Hellen Williams. She is an old employee of the bank. Her personality has demonstrated significance impact on how she executes her responsibilities. She is quite confident and an influential person with very good communication skills. Hellen is responsible for the entire processes of granting credit by the bank. She ensures that the bank’s assets are protected by thoroughly considering the credit worthiness of customers. It is by presenting reports on bad credits and credit applications among others that Hellen reports to Mr. Smith. In this case, applicants are either accepted or rejected. Mr. Smith works hand in hand with Hellen in the process of creating credit policies and credit reviews. Bank Operational Manager Mr. Harrison Jones is the bank’s operational manager. Jones oversees all operations involving services of information and data processing required by the bank in a bid to ensure that clients get the best services offered by the bank. Mr. Smith coordinates with Mr. Jones in line with the operations of the bank from one department to another department. Therefore, efficient operations in the branch are maintained. Customer Service Manager The customer service manager for the bank is Mr. Fred Wales. He is a new employee. His previous jobs show that he is experienced in customer service sector. On a daily basis he directly reports to Mr. Smith since customer service essential to the operations of the bank. His personal are that he is a calm person, enthusiastic and friendly. These traits are ideally crucial in as far as dealing with customers is concerned. He is responsible of managing customer service operations. In addition, he develops and implements procedures and processes in a bid to make efficient ways of dealing complaints from customers. He also prepares reports for Mr. Smith which constitutes unresolved issues or complaints from customers or concerning the bank’s key customers. (Robbins, 2006). 4.2 External Interactions Holland’s chambers of commerce A series of regulations have recently been issued the Holland monetary agency. They have been as to comply with the standards and practices from the international banking perspective. The major role in working together with Holland chambers of commerce is but ensuring that more prospective and potential customers are attracted. Due to the fact that there is involvement of the local community the presence of the bank will therefore appeal to individual and private businesses. Customers Customers are those people who use the services being offered by the bank. On a weekly basis, Mr. Smith is responsible of connecting with major customers to make sure that the bank services are of high standards and that the customers’ expectations are met in regards to the services offered by the bank as it guarantees service that are of high quality. In Addition, Mr. Smith works with customers to assist them in line with customer design programs which will ensure growth of their money. 5.0 Nature and evaluation of interdependencies In reference to the interactions above between Mr. Smith and the other colleagues it can be said that a reciprocal and interdependent relationship exists between the employees. This is in line with the services being coordinated within the bank which are then provided to both the customers and major clients. Reciprocal interdependence may be understood as the relationship that exist when different department in an organization simultaneously work together, adjusting to the actions and needs of one another as they ensure that clients receive quality services (Mullins, 2005). The figure I below indicates an example of the reciprocal interdependence relationship between external and internal interactions as discussed above. Branch manager Customer Customer service manager The figure II below illustrates extra relationship whereby the branch manager is not involved in any way, For instance the interdependencies between the Credit Manager and Loan Officer. In this case the loan officer carries out an evaluation of the credit reports on customers in a bid to determine which applicant has the ability of paying back with interest. Preparations of the credit reports are done by the credit manager. Credit manager Loan officer customer Communication forms an important part among groups and individuals in any given organization (Moorhead, 2008). The main purpose is to attain actions that are coordinated. Ineffective communication may lead to conflicts arising since reciprocal interdependence may not be well managed. 6.0 Recommendations It is quite important for individual employees of the bank to ensure that they contribute frequently and closely to the activities of the bank. They should ensure that they are working towards a common objective. They therefore should rely on one another instead of behaving as if they are competing (Reed, 2004). It is vital each member of staff in the bank to have the concept that they are all equal in terms of their status of mind as they work together participating in tasks that are meaningful. Issues to do with unequal status are never solved with the existence of social events between the frontline employees and members of the executive. Instead such issues are solved by there being seminars regarding corporate culture or rather having managers participating in the frontline activities. This is but a representation of how interactions may be meaningful (McShine, 2008). For the National Bank to reduce and prevent conflicts that may arise between individuals as well as departments the branch manager must have the ability to plan in an effective way and in line with values held by the bank. There should good coordination of activities in each and every department for easy accomplishment of goals. There should be clear procedures that indicate the responsibilities and roles of every member working in the bank (McShine, 2008). 7.0 References Fredric, M. & Jablin, L. (2000). The new handbook of organizational communication: advances in theory. Sydney: Springer. Gareth, R. J. (2004). Organization Theory, Design, and Change. London: Prentice hall McShine, S. & Glinow, H. (2008). Organisational Behaviour. New York: McGraw-Hill. Moorhead, K. (2008). Organisational Behaviour. New York: Houghton Mifflin. Mullins, L. (2005). Management and Organisational Behaviour. London, Prentice Hall Reed, M. (2004). Redirections in organizational analysis. London: Mcgrawhill Robbins, S. (2004). Organizational Behavior. London: Prentice Hall Robbins, S. (2009). Organisational behaviour : global and Southern African perspectives. Cape Town: Pearson Robbins, S. and Barnwell, N. (2006). Organization Theory: Concept and Cases. Frenchs Forest, Australia: Prentice Hall. Stone, R. (2005). Human Resource Management. Sydney: John Wiley & Sons, Inc Read More