Managing a finance branch can be stressful. Managers have to be aware of policy, regulations, and all other responsibility involved with overseeing employees. Knowing how to take control of the Branch can make the difference of the branch's success. Dispute Description and Involved Stakeholders As seen in a prior job, the manager had to adjust to a company merger in order to effectively manage the branch. The new company included adhering to different regulations for compliance as well as new corporate leaders.
Throughout the company merger there were many company adjustments to be made. The manager seemed to continue performing to her old standards rather than effectively managing the organizational change. The manager lacked the ability to organize and set clear goals. Organizing was where the emphasis was with the new company and making things happen. It involved organizing the branch employees so that everyone knew what they had to do, how, and when. Clear goals had to be established and action taken to ensure that results were delivered on time and to the budget.
It is important that team members recognize their roles within a team. (Duell, 2004 p. 24) The new company's expectations were not meet by the branch manager. The manager's performance created dispute between the company's district manager and the branch manager. The company expected the manager to grow the branch in dollar volume by $1 million a year while keeping delinquency under qualifying levels. Because the manager did not maintain delinquency nor increase volume, the branch production decreased drastically after the first year of the merger.
The company had low productivity from both branch employees and manager. Employees' bonuses were affected because of poor leadership and management. All stakeholders involved: the manager, the employees, and the company had a yearly loss in production which in turn caused both the district manager and the branch manager to determine a permanent corrective action for the manager is benefit. The corrective action plan was simple: either the manager step up and perform to company expectations or take a demotion.
Dispute Resolution Technique The new company leaders set standards for performance evaluations to frequently be performed in order to monitor levels of production. Every employee was evaluated on a three-month trial bases. If evaluations resulted in improvement needs, a time frame was given for improving individual performance. The manager was to perform employee evaluations and the district manager was to perform the manager's evaluations. The alternative dispute resolution technique used was the principled interest-based negotiations.
Some elements involved in the negotiation between the manager and the district manager before any changes was made as a result of the evaluation were: Communication As stated prior, the manager did not increase volume nor did she maintain delinquency. If she had communicated with her district manager the need for volume as well as set individual goals for her employees to reach, the company expectations would have been met. Relationships There was a direct relationship between all stakeholders involved in the dispute.
The manager could have consulted with her employees and the district manager at any time needed. She was the overseer of the employees and the district manager was the overseer of the manager and the employees. The manager and the district manager discussed how they would solve the expectations problems and maintain, if not enhance, their future business opportunities together. The result was that the manager took a demotion but relationships were still respected. Alternatives
The alternatives for the resolution were for the manager to take a demotion from manager to assistant manager or she had to relocate to another branch within the district and work under the supervision of another branch manager. She chose that alternative instead of leaving the company. The issue created personal dispute with the manager because she had to have her job for the welfare of her family. The alternative route was actually her only choice at that point. Commitment The manager committed herself to the demotion and began working as an assistant manager at another branch.
She was dedicated to her position and resolved her dispute with the district manager. The understanding was well established. Effectiveness of Dispute The dispute was settled with an agreement between those involved. The manager still held a job with the company. She was demoted but with no change in pay. The company has control of budget and the branch was continuing to grow. The effectiveness of the dispute helped the company gain control of the organization. Managing effectively cause for organizing and setting goals with employees.
Organizations that are often seen as the cornerstone for widespread success will generally tell anyone first-hand that a leadership-oriented team was a key component in the company's overall depiction. (Fiefer, 2001) The manager had to step-up to the company's expectation or take a demotion from manager to assistant manager. She decided to take demotion rather than loose a position with the company. She made a principle interest-based negotiation with the company to be demoted to assistant manager working for another branch.