Pete Gomez was manager of a branch bank in the city in which the bank's home...
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Pete Gomez was manager of a branch bank in the city in which the bank's home office was located. Gomez, in his early thirties, was a college graduate in Financial Management and had earned several units in the masteral program. The bank's higher management was impress with his capabilities, so that he was groomed for a promotion. Gomez was recently assigned to become a branch manager of another branch to an adjacent town. To him this assignment were both a promotion and an opportunity to broaden his experience. Before Gomez proceeded to his assignment, he was oriented by his superior in relation to his new placed of work. This includes information about Redd Cortez, the assistant manager of the Bank he will moving to. Gomez' superior told him about Cortez in order to prepare him and make possible adjustment to his new environment and with people he will work with. Cortez is more than twenty years older than Gomez, and is just a high school graduate. He had grown with the company and had been in his present position for fourteen year. His experience and growing with the company gave him the qualification to become an assistant manager. He did not expect any promotion and would not leave the bank either for anything else. The bank is very community support and brought much business to the bank. The superior of Gomez said there were two problems with Cortez. First, he was dogmatic and authoritarian, to the point of insisting on showing mistakes to any person who made them, even when that person is a customer. Second, he managed the bank activities assigned to him in his own authoritarian way and was not responsive to instructions from any branch manager, especially a younger one, because his cultural heritage had high respect for age and seniority. During his first month in the bank, Gomez observed that Cortez conduct was as it had been described to him. Cortez was intensely protective and autocratic about bank operations officially under his supervision, but did not interfere in the few policy areas officially assigned to Gomez. He seemed not to resent Gomez presence, however in the second month when Gomez tried to persuade him to take a different approach with an operating problem, Cortez answered coldly, "I have the experience here and I have been running my department long before you came, so I am going to manage them the way I think best. I will not make temporary charges to fit each new manager's approach." Gomez realized that he would probably be transferred in two or three years, but he also knew that the community was changing and it might become more difficult to recruit employees who would work under Cortez' autocratic command. Follow the format below in solving your choice cases. 1. Background: Provide background information on the case, including relevant context, history, and key players. II. Problem statement: Clearly articulate the problem faced by the organization. III. Analysis: Analyze the situation using relevant frameworks, theories, and concepts. Consider the internal and external factors that are contributing to the problem. IV. Alternative Courses of Actions (ACA): Identify and evaluate potential solutions to the problem. V. Recommendation: Select the best course of action based on the analysis and evaluation of alternatives. VI. Implementation plan: Outline the steps required to implement the recommended solution. This should include details on resources, timelines, and key stakeholders. VII. Evaluation and control: Discuss how the effectiveness of the solution will be monitored and evaluated. This may include key performance indicators, ongoing evaluations, and contingency plans. VIII. Conclusion: Summarize the key takeaways from the case solution and highlight its importance to Human Resource Management. Pete Gomez was manager of a branch bank in the city in which the bank's home office was located. Gomez, in his early thirties, was a college graduate in Financial Management and had earned several units in the masteral program. The bank's higher management was impress with his capabilities, so that he was groomed for a promotion. Gomez was recently assigned to become a branch manager of another branch to an adjacent town. To him this assignment were both a promotion and an opportunity to broaden his experience. Before Gomez proceeded to his assignment, he was oriented by his superior in relation to his new placed of work. This includes information about Redd Cortez, the assistant manager of the Bank he will moving to. Gomez' superior told him about Cortez in order to prepare him and make possible adjustment to his new environment and with people he will work with. Cortez is more than twenty years older than Gomez, and is just a high school graduate. He had grown with the company and had been in his present position for fourteen year. His experience and growing with the company gave him the qualification to become an assistant manager. He did not expect any promotion and would not leave the bank either for anything else. The bank is very community support and brought much business to the bank. The superior of Gomez said there were two problems with Cortez. First, he was dogmatic and authoritarian, to the point of insisting on showing mistakes to any person who made them, even when that person is a customer. Second, he managed the bank activities assigned to him in his own authoritarian way and was not responsive to instructions from any branch manager, especially a younger one, because his cultural heritage had high respect for age and seniority. During his first month in the bank, Gomez observed that Cortez conduct was as it had been described to him. Cortez was intensely protective and autocratic about bank operations officially under his supervision, but did not interfere in the few policy areas officially assigned to Gomez. He seemed not to resent Gomez presence, however in the second month when Gomez tried to persuade him to take a different approach with an operating problem, Cortez answered coldly, "I have the experience here and I have been running my department long before you came, so I am going to manage them the way I think best. I will not make temporary charges to fit each new manager's approach." Gomez realized that he would probably be transferred in two or three years, but he also knew that the community was changing and it might become more difficult to recruit employees who would work under Cortez' autocratic command. Follow the format below in solving your choice cases. 1. Background: Provide background information on the case, including relevant context, history, and key players. II. Problem statement: Clearly articulate the problem faced by the organization. III. Analysis: Analyze the situation using relevant frameworks, theories, and concepts. Consider the internal and external factors that are contributing to the problem. IV. Alternative Courses of Actions (ACA): Identify and evaluate potential solutions to the problem. V. Recommendation: Select the best course of action based on the analysis and evaluation of alternatives. VI. Implementation plan: Outline the steps required to implement the recommended solution. This should include details on resources, timelines, and key stakeholders. VII. Evaluation and control: Discuss how the effectiveness of the solution will be monitored and evaluated. This may include key performance indicators, ongoing evaluations, and contingency plans. VIII. Conclusion: Summarize the key takeaways from the case solution and highlight its importance to Human Resource Management.
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I Background Pete Gomez a capable bank manager is promoted and assigned to manage a branch in a new location His assistant manager Redd Cortez is auth... View the full answer
Related Book For
Foundations Of Operations Management
ISBN: 9780133251661
4th Canadian Edition
Authors: Larry P. Ritzman, Lee J. Krajewski, Manoj K. Malhotra, Robert D. Klassen
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