CASE STUDY $5$ Beverly Comes Full Circle

Background Information

Beverly Wyman took her job as supervisor very seriously. Though only $33$ years old and somewhat new to the company, she liked her work and believed she did a good job. Beverly was in charge of the Consumer Credit Sales Group of the First Union National Bank. She was in charge of seven credit sales representatives $($CSR$\text{'}$s$).$ Her sales group was formed six months ago to aggressively sell and market the bank's various car, boat, and other personal loans. Beverly was promoted and became group supervisor shortly after the group wasstarted, moving up from an assistant manager's job in the nearby Credit Analysis Section. Some problems in the Analysis Section kept her there longer than was anticipated, and she joined her sales group after it had already started operating.

Even though she was generally pleased with the progress her sales grouf was making, she did have a problem: Bob Watson. As she thought back, she knew why this was so painful now.

Back to Beginning: Bob Watson

Three years ago, when Beverly joined First Union's Credit Analysis Sec tion, Bob Watson was the chief credit analyst and her boss. He was then $41$ an had been a First Union employee for $18$ years. In this position, Bob was respon sible for training all new junior analysts. Bob had long been a top credit analys he earned almost twice the net income as the next most productive employee i Credit Analysis. It was this exceptionally high level of productivity that allowe the division manager to look the other way whenever Bob had one of his occ sional fits of moodiness. Indeed, although Bob was widely respected for h consumer credit talents, he was just as widely avoided for his unpredictab temperament and erratic work habits.

Beverly learned a lot about credit from Bob, and they got along well gether$-$at least until Beverly started to equal Bob's record in Credit Analys That was about $18$ months ago. It was around this same time that Bob seemed undergo a change. There was a subtle but distinctive difference in how worked: He maintained an adequate analytic volume, but he seemed drained energy. Some employees thought the change was due to his divorce.

Whatever the cause, Bob's idiosyncrasies now became a real problem a the change in his work became increasingly less subtle. He was absent from $h$ desk frequently and for long periods. Indeed, it seemed he would put in couple of good hours of work a day and then spend the rest of the time listles wan$-$dering around. An exasperated department manager, Tony Ianelli, fina had to act, giving Bob a written disciplinary notice. Bob's wandering seem to sub$-$R

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CASE STUDY ANALYSIS WORKSHEET

Recommendations

What are your recommendations for this case?

If strategies or actions are involved, should the person or company have acted as it did?

$2$ XX$/$hat antinn chnuld he taken nnw$?$ Whv$?$ Be snecific.

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