First Security Bank of Cleveland Case Study

Abstract

The executives of many organizations encounter challenges in their errands. In this case, the president of First Security Bank of Cleveland is in a dilemma, as the growth rate of the bank is questionable.

From a literal point of view, the current organizational structure seems to be the problem; however, poorly defined goals, lack of accountability, insufficient team skills, and communication deficits are the major problems affecting the bank.

Apparently, having defined roles for every team player and insisting on accountability are the major solutions to the problems in question.

Major problems in the case

Poorly defined vision and goals

Bank executives formulated the organizational structure without a clear vision of the future operations of the bank.

Therefore, the president is worried that more than 50% of the projects done in the previous year needed interaction of various departments, but it was impossible due to the erroneous organizational structure (Gray & Larson, 2014).

On the other hand, the vice president thinks that it is normal for the complexity of their problems to grow as the bank grows. Indeed, if that could be the case, most organizations would shut down after operating for several years.

Insufficient team skills

President Tom Hood made a remarkable change of bringing computer technology into First Security Bank of Cleveland. However, he did very little in training the team players or particular managers on how to make maximum use of the technology.

Hood fears that the current employees would have difficulties in integrating with the complexity of the new computer project due to lack of sufficient knowledge (Gray & Larson, 2014).

Communication deficit

Apparently, First Security Bank of Cleveland has poor communication pathways to deliver information to the right people. The president has identified major problems affecting the bank, but he does not access the right team of executives to air his views.

He has no clear communication pathway to reach the people on the ground and inform them of the troubles that the bank is facing and the way forward.

Lack of accountability

It is evident that First Security Bank of Cleveland has poorly defined roles, thus project players are not responsible for their actions. The issue of the salaries comes in, as the bank lacks clearly defined job scales, job titles, and salary scales.

The president fears that the employees might become title-oriented, where power struggles might arise at the expense of the organization.

Solutions to the problems

1. The executives of First Security Bank of Cleveland should make an initiative to develop clearly defined goals that can sustain the growth of the bank. It would be wise to adopt a composite organizational structure that will facilitate the integration of functional departments.
2. Whenever the bank plans to adopt a new technology, it should have plans to invest in research, development, and training. Tom Hood should make a point of organizing training programs to enable the current employees to have the capacity to adopt the new computer technology system.
3. The board of managers should develop a defined communication pathway. The bank executives, president, and vice president of First Security Bank of Cleveland should communicate directly to the functional managers and project managers. Thereafter, the managers can pass the vital information to the minor staffs in every department.
4. The bank should have clearly defined roles and responsibilities of every project participant. Moreover, there should be defined risks for failure to attain certain targets or the anticipated results. The salary scale should be in line with the specific job scale, roles played in the organization, and the performance level.

Reference

Gray, C., & Larson, E. (2014). Project management: The managerial process. New York: McGraw-Hill.