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Case Study - Bill Brady Essay example

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This paper is going to analyze the Bill Brady Case Study. Bill Brady is a vice president and administration department head for a large financial institution, he has been in the industry for 40 years and has been the department head for the past 10 years. The companies environment is currently undergoing significant changes right now. A year ago Bill Brady's boss retired and Ben Sage was hired as his replacement. Ben was hired from the outside the culture of the company and brought in a dynamic, loyal, bright personal staff from his former company. The industry standard is trending toward large accounts and competition from other banks for smaller, traditional accounts is cutting into the market. The company is …show more content…

Everyone has a basic set of beliefs about change. Change has multiple meanings. Communication researcher Everett Rogers suggested that change "is the process by which alteration occurs in the structure and function of a social system" it has also been defined as "the difference between two or more successive conditions, states, or moments of time" (Cheney, Christensen, Zorn, Ganesh 2011, p325). Organizational theorist Richard Daft has suggests that there are four categories of organizational change: technology, administration, products and services and human resources. Administration is the change of organizational structure, policies, work processes, and control systems (Cheney, Christensen, Zorn, Ganesh 2011, p333). This was the change that Bill Brady was experiencing and it was also a programmed or top-down approach to change. Top-down approach to change management implies imposed change as the initiative comes from the top. Decision-making is centralized at higher levels of the firm, excluding lower-level employees in the change process, even though they are directly affected. Top-down change is about making changes quickly and dealing with the problems only if necessary. The problem is that top down approaches to change management increases resistance – the biggest problem in changing any organization (Anderson, 2010). When a leader makes every decision and expects all employees to follow,

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