UNIVERSITI UTARA MALAYSIA

COLLEGE OF BUSINESS
A152 BPMN1013 PRINCIPLES OF MANAGEMENT
GROUP A
CASE STUDY 2

ALIFA ZASQYA 237197

HANIFAH DURATUL HIKMAH 237205
WANG JINFENG 234639
YANG QIUYU 231470
ZHENG HAOTE 228903
Introduction
In order to generalize each branch of the company’s quality and performance, some
people who have the ability are often designated to go directly to a branch of the
company that in fact no better than the place while he worked previously. The
designated person is transferred, assigned to fix the problems that create delays in a
branch of the company to balance headquarters.

Case Study 2
1. Discourse Analysis
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 serious illness.

When Bill arrived at his new assignment, he found a rather demoralized

situation. Complete lack of interest was shown by 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 report by the bank’s internal
auditors with the same major exception 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 problem 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 this
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.

2. Questions
1. If you were Bill, how would you answer the branch manager?
2. Did the regional office handle Bill’s transfer properly?
3. What should be done by the regional office now?
4. Do you believe that Bill can function effectively as a manager in this
branch?
 3. Answers
1. If I were Bill, I’d like to say that in order to repair this branch office’s
operational procedures and systems, I have to proactively take part in
many aspects that have a problem for over several years. Firstly, I found it
necessary to fire some employees because their quality and performance
very bad and only causing troubles. Second, I definitely recognize my own
job desk because I can professionally handle this branch to become way
better than before for a quite short period. Finally, if there is saying that I
did not come to work several days a week, it is absolutely just a backbiting
word to me, because I voluntary increase my working hours until late night
to correct the problem that had developed over several years.

2. Yes, the regional office had selected the right person to handle the
troublesome branch office and that was Bill Corwin. At first, Bill only asked
to assign to the branch as a platform replacement for only two weeks, but
because of his performance in the branch office, he even offered to be an
operations officer. From this event, it can be clearly seen that the regional
office also takes control and monitor Bill’s transfer.

3. The regional office may also contribute to make sure the branch manager
that Bill has the ability to take this branch office way better than before
because of his qualities and performances in work field.

4. I think what Bill did to his new branch office was right. Because, he had a
principles hat quality is way better than quantity in order to have a
functional group so he found it necessary to release some troublesome
clerks.

Conclusion
To improve the quality of an organization, it is necessary to have a strict rules in
order to motivate every part of organizational members.