NAB case study Essay

Question 1 List upstandingness strength and weakness for each heathenish sight described in this cocktail dress exact. in that respect be numerous heathenish perspectives that c all told for been provided. Three major pagan perspectives have been identified, these include the consolidation perspective, ambiguity perspective, as tumefyhead as the differentiation perspective.The Strength of the pagan perspectives that is described in NAB Cultural flip-flop Program integrating Perspective at NAB this is the most widely apply cultural alteration perspective. It whitethorn be reflected in exceedingly ocular and overt personal manner all through the constitution. It should be noned that on that address has to be accord in the entire rigid and it may be reflected via assorted mediums of organizations such as per actualize believeance metrics and targets, informal and formal rules, tune strategies, as intumesce as focusing practices that govern tradition s stories, together with manifestations. In the situation of NAB, business strategies were client- think. For the creation of the visible manifestations of the unbendables in demand(p) civilization, the priorities were observed inwardly the mission, trance statements, as sanitary as in the strategic objectives (Allaire and Firsirotu, 2006). specialisation Perspective It views refining to incorporate confused floricultures. give that it is passing focused on the inconsistencies that atomic number 18 got at the center of culture, it provides organization the hazard of correcting inconsistencies thorough having unwrap culture. When the inconsistencies ar recognized, a number of cultural initiators may be identified with the firm, both externally and internally (Deal and Kennedy, 2002). ambiguity Perspective The perspective, neither adheres to the differentiation nor the consolidation view arcdegree of cultural perspective. On the contrary, it offers the suggestion tha t therelationships that exist between cultural manifestations ar non having super in effect(p) clarity rather, they atomic number 18 insufficiencying clarity. With them, there is complete vagueness, as sound as a contradiction. Individuals inwardly any firm may have common values and views that they shargon with one an separate. However, on around values or views, they may differ. It is observed to be a highly realistic perspective concerning culture since it enables the workers to bring forward the issues that they are disagreeing with the business sector managers. When the issues are established, via the ambiguity perspective, mingled steps dexterity be taken in order to resolve them. This entrust too catch that the employees are satisfied. Besides, the employees ordain be involved in the organizations culture (Denison, 2007).Weakness for the cultural perspectives that are mentioned difficult down NAB Cultural Change Program The Integration Perspective This pers pectives weakness is that when the desegregation perspective is having any trait that is unfavorable, it go come forward be transferred e reallywhere within the organization since it is of all time flummox within the entire organization. In virtually trips, culture persists in manners that are invisible and which tail non be discover in the firm. This can also be genuinely harmful (Denison, 2007). Differentiation perspective through this perspective, conglomerate inconsistencies that lie at the cultures focal point, both internally and externally can be identified. Its weakness is that culture is depicted to be a conference of slightly(prenominal) manifestations that may be contradictory to one another (Denison, Cho, and Young, 2000).Ambiguity Perspective with the ambiguity perspective, employees may agree on certain management issues. However, in other instances, they may pretend to be ignorant. In approximately cases, they might be completely indifferent. At the s ame time, they may oppose the entire managerial line. at that placefore, the ambiguity perspective in organizations eer brings miscellaneous issues that may restore the employees within the organization to be dissatisfied (Jain & Thomson, 2008). Question 2 slay a force field compendium using Kurt Lewins budge management model clearly illustrating the driving and restraining forces for variety in a force field diagram.The Kurt Lewins Change Management Model blackjack Field synopsis (Lewin, 1951) pressure Field summary Model that was develop by Lewin Kurt is highlybeneficial in providing a description of the present performance level. Force Field Analysis is highly useful proficiency for decision-making. It helps organizations in making unhomogeneous decisions through the analysis of various forces that are for and against a given neuter. In addition, through it, organizations have the capacity to efficaciously communicate the reason that is behind the decisions that ar e make. It can be applied for two main purposes deciding whether to proceed with the change and also to stir succeeder chances through strengthening various forces that supports the change and also debilitative various forces that are against the change (Lewin, 1951).In addition, Force Field Analysis refers to a tool that is applied in order to analyze systematically the various factors that are got within problems that are genuinely complex. It always frames various problems in enclosures of pressures or the various factors supporting the status quo, as well(p) as the pressures supporting change in the delegation that is desired. A factor may be individuals, attitudes, resources, regulations, traditions, inevitably, values, desires among others. Being a change management tool, it plays a major role in helping in the appointment of the various factors, which have to be monitored and addressed for change to be highly successful (Lewin, 1951). Procedure shout 1 Definition o f the ProblemIn this step, organizations deposit the nature of their present situation which is not acceptable, and which requires modification. It is always very prudent to separate specific problem from the things, which are working very well (Maslen and Platts, 1994). measurement 2 Definition of the Change ObjectiveThis invest up entails the determination of the desired situation, which is worth working to attain. There is need for organizations to be very specific (Maslen and Platts, 1994).Step 3 Identification of the Driving ForcesThis pointedness entails the determination of the various pressures or factors which support change in the direction that is desired. It also entails determining the forces relative strengths. In addition, the driving forcesshould be lay on a chart on Force Field Analysis diagram in labeled pointers with the arrows length reflecting each forces relative strength. It is also very prudent to determine the interrelationships between the various dri ving forces.Step 4 Identification of the Restraining ForcesAt this point in time, it is very prudent to determine the pressures or factors which resist the change that is proposed. These forces should be represented in the diagram like the ones of the driving forces. The interrelationships between the restraining forces should also be determined (Maslen and Platts, 1994).Step 5 Development of a blanket(prenominal) Change StrategyThe diagram that is created in stage three, as well as stage four reflect the thing that can be referred to as a quasi-stationary equilibrium state. Though this is a state that is relatively stable, come toment may be attained through changing the various factors that are presently contributing to the equilibrium. It should be noted that change might occur due to a combination of any these strengthening one of the various driving forces, as well as the addition of in the altogether driving forces, reducing or removing the restraining forces (Lewin, 1951 ). The Driving Forces are always official reasonable, economical, reasonable, and apprised.On the other hand, the Restraining Forces are always negative emotional, social, unconscious, psychological, as well as emotional. When organizations are handling dealing with a change or when they are managing change or when they are reacting to given change, the two deposit of the forces ought to be considered. Lewin make the suggestion that to in order make change to be very easy, as well as long unchanging the various forces that are working against the given change ought to be decrease preferably of increasing the forces that are for the given change. He also made the suggestion that force modification lead be beneficial in ensuring the maintenance of the status quo in a very easy manner instead of changing or instead of increasing the change forces (Thomas, 1985).The in a higher place steps can be reduced into three stepsStep 1 Unfreezing in this step, the strength of the forces that are mandating the present equilibrium is reduced.Step 2 Moving in this step,the new values of the organization, behaviors, as well as attitudes are developed. They are beneficial in helping to move the firm forward.Step 3 Refreezing in this stage, when the changes have been made, the various forces ought to be stabilized. This is to insure that a new equilibrium is maintained (Miner, 2007). However, in some cases, it is always criticized because when an organization is within an environment that is rapidly moving, it will not have the capacity to refreeze. In a case like that, refreezing will make the organization to be staid and stale. Lewin points out that Refreezing ought not to be viewed as a permanent phase, but a short term phase. In addition, it is highly significant for obtaining certain types of stability in organizations (Maslen and Platts, 1994). The arrow lengths are depicting the quantity of the forces. When a given change is employ within an organization, the po int of equilibrium is moved. For the movement of the equilibrium, driving forces must be increased or added. In addition, resistance forces ought to be reduced or removed (Thomas, 1985).On the contrary, when the driving forces are put forwardd, the intensity of resistance will also be enhanced. Hence, it is always good to minimize the resistance. This may be done through the use of various techniques such as motivation, commitment, as well as involvement (Maslen and Platts, 1994). Question 3 which cultural change perspective was adopted by NAB during its change program? The Australian Prudential Regulatory Authority (APRA) has identified numerous limitations in the beachs internal control framework. In addition, there has also been the lay claim that various cultural issues lay at the center of the collapse of NAB. In order to obtain an enhanced comprehension of the formes and construct of the entity, strong analysis of the culture through the application of symbolism should be done. On the contrary, analyzing culture through the application of symbolism always lacks measurement scale hence, it does not offer a ready-made formula to be applied in order to measure change, analysis, as well as improvement. In addition, it is always believed that individuals do not have the capacity to manage the things that they do not have the capacity to comprehend.Therefore, this is the main reason as to why researchers, as well as practitioners must depend on the functionalist-integrative viewpoint of cultural change in order to get a much deeper appreciation into cultures nature, as well as how culture may be managed efficaciously in order to attainthe goals that are desired. The present, as well as the former executives of the wedge share the functionalist-integrative perspective of culture. This should form a basis for APRA and PriceWaterhouse Coopers (PwC) to carry out proper investigations into the official losses of the Banks Trading. Functionalist-integrative viewpoint of culture lays much emphasis on various factors that are found to be prevalent within the entire organization. On the contrary, there is likelihood that foreign currency trading manner where losses were incurred by the bank was totally distinct subculture to the firm. This illustrates that trading room of the bank was active as a subculture to the firm, something that offers the suggestion that rogue traders always operate within functionalist-differentiation culture (Sorenson, 2002).However, as illustrated by Dellaportas, Cooper & Braica (2007), a research that is focused on the banks foreign currency options trading room is attempting to adopt the integration perspective however, it is at a very execrable level analysis. However the differentiation perspective is established to be collapse in the analysis of the relationships that exists between several subcultures in the organization. The multiple subcultures point out inconsistent cultural manifestations rather t han being focused on a given subculture. Hence, it is established that the functionalist-integrative viewpoint is highly applicable and effective in the analysis of the culture within a whizz organizational department given that is its highly applicable, as well as effective on an organizational-wide basis (Dellaportas, Cooper & Braica, (2007 Graetz, Rimmer, Lawrence and Smith, 2006).It should also be pointed out that integration viewpoint is highly opted by National Australian Bank during the change program. The steps that were taken by the firm in order to ensure cultural change include Readjusting the major priorities in order to point out that National Australian Bank is an organization that is focused on the clients. Believing in making investments in its reputation, its people, as well as its culture Commencing to differentiate via its reputation and culture in order to ensure that their employees, customers, as well as the community benefits. Making visible manifestations of the culture via its visions, mission, as well as strategic objectives statements being reflected on whole portfolio of National Australian Bank group. Re-launching tangible change initiatives of National Australian Bank brand with an groundbreaking, aswell as a unspoilt logo. Regaining the publics confidence through launching the brand and lobo with the Melbourne Commonwealth games of the year 2006. The bank was the top sponsor.Focusing on various community developmentsDeveloping various team-oriented structuresQuestion 4 what would be your early recommendations to the CEO or HR team at NAB? There are numerous things that need to be done by the banks CEO, HR team in order to ensure its success in the future. First, there is a need for the new leaders that are appointed by National Australian Bank to make conscious efforts in order to effectively implement cultural changes in a manner that is highly effective. They should not focus chiefly on the process however, they should lay much focus on the gravity of the issue (Fairbairn, 2005). Additionally, within the firm, there were no clear responsibilities, as well as accountabilities. There is a need for the management of the firm to ensure that this is seriously mend in order to ensure that change is effectively implemented y the organization.Additionally, NAB is having a good news culture that ensures the prevention of big(a) news from arising. The issue is very serious since it is always good to adequately address bad news or problems in their nascent stage instead of waiting for them to be bigger. On the same note, NAB adheres to a Bureaucratic culture. It always tends to overcomplicate things. Therefore, through making a change, as well as enhancing the firms culture, there will be a positive difference. Generally, cultural changes always come along with very deep logic of personal commitment. The new CEO should view himself as the old-timer Ethics Officer instead of a CEO (Trevino, Hartman and Br own, 2000).Being a Chef Ethics Officer, the CEO should convey strict and strong ethics heart and soul that will help the co-leaders. In addition, being a leader, the CEO should have the knowledge of his responsibilities and powers. When these recommendations are put into place by the leadership of NAB, they will have the capacity to address the issues in a highly systematic manner. In addition, they will have the capacity to overcome the crisis. In addition, they will have the capacity to restore their brand image. The firm should also impersonate itself to be more focused on their customers rather than on winnings given that when they portray themselves to be profit centered, they will engage in various activities that are unethical. Cases study 2Question 1As pointed out by Child (2005), when determining if a team or a firm over- organized or under-organized, there are always strengths, as well as concerns which have to be taken into experimental condition. The strengths which should be looked into include very high commitment to the firm, as well as its mission norms of straightforwardness and honesty smart, as well as invent management very high interest in learning, as well as harvesting and everyday manager and founders as role-models (Bradford & Burke, 2005). In addition, various firms will always face constant struggles in order to cast aside the extremes of over-organizing and under-organizing. Every service provider always has a built-in temperament to get off balance organizationally on a single side or to another.The firms that are under-organized, their leaders always struggle mainly with efficiency how things can be done. Because of inadequate organizing, organizational leaders always get it very hard to pull the correct levers and also to press the correct buttons in order to make the firms work (Bradford & Burke, 2005). Some of the various concerns which have to be looked into include individuals and systems failing to keep pace with t he growth lack of very clear structure, roles, as well as teamwork lack of common direction, mission, as well as priorities individuals are stretched to their limit and the general manager and founders are both firms greatest strength, as well as the greatest weakness (DeKler, 2007).There are several other signs of under-organization. administrators and staff are not sure of the activities that they should arrogate and thee individuals to whom they should delegate organizational members are unsure where they can serve best and where they can plug in huge expenditures in terms of time, as well as effort is needed in order to get various programs adopted, as well as implemented work load is distributed unevenly some leaders and members are overworked whereas others are entirely left out Leaders are very slow to respond and to discern to the members needs Members of the organization are faintly aware of the congregational goals yet they are not well informed regarding the daily activ ities The firm experiences huge programs overlapping, as well as consequent effort duplication (Carter, 2004). A firm that is unbalanced by excess organization is always challenged byeffectiveness, the things that ought to be done. Over-organized firms have the capacity to move efficiently to make sure that various things are properly done. In addition, work is delegated smoothly, various job descriptions are effectively followed, and besides, committees deliberate (Schultz, D.P., Schultz, 2006). What are the implications for planning an OD interpellation?In the case, intervention planning was required since no individual took responsibility for anything. In addition, they had no structures or guidelines to follow in their work to the latter. Ben and Jerry needed to make it a family and fun work environment. To do this, they did not have the mover to put authority in to force. When things got broken, no person could man up to take responsibility for the actions. Had Ben and Jerry ensured that there was authority over fun, it could have made the firm to avid this. If authority was replaced with friendship, they could have avoided the scenario. Is team structure a good way to launch an OD effort in this case? Other approaches? Other than team building, several other approaches can be adopted by the firm. Among the various interventions that can be taken into consideration include Organization Confrontation Meeting through this change technique, the members of the organization will be mobilized in order to identify various problems, set various action targets, besides commencing to work on various problems.In the case, it will most likely represent numerous run acrosss between the feuding groups within the organization. On the contrary, the data from the case offers the suggestion that the firm is not wide-awake for this kind of intervention (Murray, 2005). Inter-group relations The interventions are specifically designed to enhance interactions between dive rse groups, as well as departments within organizations. Microcosm group intervention entails a very small group of individuals whose backgrounds is closely coordinated the problems of the organization that are being looked into. Inter-group conflict model generally entails a consultant aiding two groups to comprehend the origin of their conflict besides choosing highly relevant solutions (Western, 2010). The various issues that face the firm are highly visible along alignment lines, focus, as well as leadership instead of a true conflict.Large-group Interventions The interventions entails gathering several stakeholders intoa big meeting in order to clarify significant values develop good working ways to articulate a fresh organizational vision and also to provide solutions to various pressing problems of the organization. This appears like a very viable option majorly after a team building with some of the top team management. Trying this intervention prior to team building will have similar problems to confrontation meeting. It should be noted that OD is not a science, which may be placed into concise prescriptive. Ben & Jerry go through issues that affected the entire organization. The firms board was not to the full prepared to tackle its own issues. In addition, they become united in order to offer the leadership which was needed by the rest of the firm. Therefore, the first point was the managers. The outdoor methods applied in this case may be effective activities for teambuilding. The other option applicable for the firm could have been intervention with the founders and the board and confronting them for lack of leadership, as well as their incapacity to effectively handle their own issues. What next steps would you recommend?After the make-up of the management team and its alignment with the founders and the board, there is a splendid opportunity of getting other individuals within the organization to be aligned with the management. In addition , they should be involved in the newly established goals. When the system is highly organized around certain goals, as well as missions, all individuals within the organization will work on the bigger issues. The innovative feature of the firm, as well as the level of commitment of the workers suggests the adeptness for a large group involvement to take organization to better levels.ReferencesAllaire, Y. and M. Firsirotu (2006), Theories of Organizational Culture, Organization Studies, 5, 193-226. Bradford, D.L. & Burke, W.W. eds, (2005). Organization Development. San Francisco Pfeiffer. Bradford, D.L. & Burke, W.W.(eds), (2005), Reinventing Organization Development. SanFrancisco Pfeiffer.Carter, L.L. (2004), Best Practices in lead Development andOrganization Change, JosseyBass, ISBN 0-7879-7625-3Child, J. (2005). Organization Contemporary Principles and Practice,292. Blackwell Publishing. Deal, T. E. and A. A. 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