Essays on National Australia Bank Managing Change Case Study

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The paper "National Australia Bank Managing Change" is a perfect example of a management case study.   Organizational change is concerned with modifying as well as reviewing business processes together with management structures. Business organisations have to adapt to endure bigger competitions, but importantly accomplishment must not result in self-satisfaction. To be ahead of the competition, the business organisation must search for ways to carry out their activities more resourcefully and efficiently. In this regard, organisations must not fear change; rather they have to embrace change as a means of laying down the platforms for continuing success.

The report seeks to examine the National Australia Bank: Cultural change program with regard to the strength and weakness for each cultural perspective, and illustrate the driving and restraining forces for change in a force field diagram. The report will further discuss the cultural change perspective that was adopted by NAB during its change program and suggests future recommendations to the CEO or HR team at NAB. Besides that, the report critically analyses Ben & Jerry's (A): team development intervention with regard to the factors that are important to consider in determining whether a company or team is over- or under-organised, implications for planning an OD intervention, if team building a good way to launch an OD effort, and afterwards provide future recommendations. National Australia Bank (NAB): Cultural change program 2.1 Strength and weakness for each cultural perspective describe Based on Kelemen and Papasolomou (2007, p. 747) study, there are different cultural perspectives which have been expressed academic literature in the hypothetical nature and have acknowledged three cultural perspectives namely: Integration; Differentiation; and Ambiguity Perspective. Strength With regard to strength for Integration Perspective at NAB: Dellaportas et al.

(2007, p. 1143) posit that it is most extensively employed perspective for cultural change and may be revealed in extremely visible as well as a tangible way across the business firm. There subsists an agreement in the whole organisation and it may be contemplated by means of distinct organisations’ mediums such as formal and informal decrees, performance metrics and targets, organisational goals as well as management practices that direct the customs stories, as well as expressions (Kelemen & Papasolomou, 2007, p. 747). With regard to NAB, Dellaportas et al.

(2007, p. 1143) posit that the organisational strategies turned out to be customer-oriented. So as to generate noticeable manifestations of its needed culture, Dellaportas et al. (2007, p. 1143) claim that NAB priorities were observed in the mission statements, vision as well as the strategic goals. Differentiation Perspective on its part deems  culture to be a merger of diverse cultures amalgamated or being gathered  which mutually join within the organization boundary. Given that it is more concentrated on the discrepancies which are centred at the core of culture it offers the organisation a chance to correct such discrepancies through enhanced culture.

In case, the discrepancies are known, Stein and Vanessa (2011, p. 480) assert that a range of cultural architects can be recognized in the organisation both externally and internally. On the other hand, Ambiguity Perspective neither pursues the differentiation nor the integration cultural perspective view, instead, it recommends that the connection subsisting between the cultural manifestations is short of clarity with them comes total ambiguity and inconsistency (Kelemen & Papasolomou, 2007, p. 748). Ambiguity Perspective is seen as more rational concerning culture since it permits the NAB workers to bring about the issues with which oppose (Stein & Vanessa, 2011, p. 480).

After the issues are established by means of this perspective, resolution steps can be taken and this as well ensures NAB employee contentment and participation in NAB culture.

References

4.0 References

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Beeby, M. & Simpson, P., 1998. Barriers, boundaries and leaks in an organization development intervention. Leadership & Organization Development Journal, vol. 19, no. 7, pp.353-61.

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Dellaportas, S., Cooper, B.J. & Braica, P., 2007. Leadership, Culture and Employee Deceit: the case of the National Australia Bank. CORPORATE GOVERNANCE, vol. 15, no. 6, pp.1442-52.

Jain, A. & Thomson, D., 2008. Corporate governance, board responsibilities and financial performance : the National Bank of Australia. Corporate ownership & control, vol. 6, no. 2, pp.99-113.

Kelemen, M. & Papasolomou, I., 2007. Internal marketing: a qualitative study of culture change in the UK banking sector. Journal of Marketing Management, vol. 23, no. 7-8, pp.745-67.

Kruglanski, A.W. et al., 2012. The Energetics of Motivated Cognition: A Force-Field Analysis. Psychological Review, vol. 119, no. 1, pp.1-20.

Pain, M. & Harwood, C., 2009. Team Building Through Mutual Sharing and Open Discussion of Team Functioning. Sport Psychologis, vol. 23, no. 4, pp.523-42.

Stein, J & Vanessa, J 2011, “Case Study 3 – national Australia Bank: Cultural change program, in: Waddell, D, Cummings, T & Worley C 2011, Organisational Change: Development and transformation, Asia Pacific 4th edn, Cengage Learning, pp 479-483.

Waddell, D, Cummings, T & Worley C 2011, “Case Study 8 – Ben & Jerry's (A): team development intervention, in: Waddell, D, Cummings, T & Worley C 2011, Organisational Change: Development and transformation, Asia Pacific 4th edn, Cengage Learning, pp. 516-527.

Weick, K.E. & Quinn, R.E., 1999. Organizational Change and Development. Annual Review of Psychology, vol. 50, pp.361-86.

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