Julie Sauve Case Study - Technical Frameworks - Management Assignment Help

Assignment Task :

Julie Sauvé is director of customer service in a branch of a large bank. Recently a university graduate in administration and 26 years old, she has held this position for two years. She knows the organization very well, having been in it for almost seven years. When she was studying, she worked as a cashier. Today, she is responsible for all employees in this job and ensuring that the customer service is impeccable. Its team is made up of employees with a lot of experience and whose sales performance is superior to that found in all other branches. The synergy between the members of the team is good and the relationship that Ms. Sauvé maintains with her employees is excellent. In addition, the clientele, mostly commercial, is very satisfied with the service, since it is very fast and efficient. One day, Julie's boss (the senior director of customer service - DPSC), comes to meet her to discuss the branch's monthly productivity report. This report indicates the number of transactions carried out according to the number of cases2. When her supervisor sees the results of Julie’s team, she is indignant at the poor productivity performance. She notes with displeasure that the team is too large for the request. Julie was not surprised, even that she had already mentioned it to her superior, who had not followed up on her concerns. However, she feels uncomfortable because she feels that her boss accuses her of doing her job wrong.

Following its findings, the MHPD therefore asks Julie to get rid of Vanessa, her best employee, and to transfer her to another branch. Without giving her a choice, her superior designated this employee herself because she wanted to offer her a promotion and fill a position in another branch. However, she only offers Julie a week to make this change.

ulie is unprepared because she does not have enough time to notify the team, transfer Vanessa's knowledge and plan a new work organization. According to her, at least a month would have been necessary and not a week! Vanessa is a person who performs important tasks and who is very quick and competent. She is also the only one who can handle difficult files. Despite everything, Julie has no choice; unfortunately she must live with this decision.

Two weeks later, Julie finds herself in a difficult situation since she has to take on all the files in addition to ensuring that the tasks are completed correctly. She is overwhelmed. She does everything possible to fill the gap caused by Vanessa's transfer. However, the following month the same scenario is repeated. Her boss meets her again to report the same problem; the productivity ratio is still too unsatisfactory. She then withdrew another employee and a cash register. His team is now made up of four cashiers instead of six. Feeling destabilized, Julie explains that they will no longer be able to serve customers well and continue to perform in terms of sales if the wait becomes too great for customers. His supervisor replied that it is better to leave sales aside and hurry to serve customers.

Faced with the decisions made by the MHPD, Julie feels more and more helpless. It sees no area for negotiation or possible compromise. In her opinion, her boss seems closed to her worries and so directive that Julie sees no other choice but to comply with her wishes. Obviously, she is against this change, because it contradicts the values ??of customer service that have always been established by the Bank. In addition, his sales targets have not diminished to adapt to the situation. Its employees have a way of working that meets the criteria for service and sales. Having no more time to do the service steps on which they are evaluated, she fears that they will become demotivated. She and her team would then risk losing their first position in the sales results of all the branches. In addition, synchronism is not favorable, since it is the period of holidays and tax returns. The traffic is therefore very high. What also annoys Julie is that the Bank does not take into account the fact that it is normal for her team to have fewer transactions by number of cases at its branch, since they are the ones who sell the most Internet packages and online customer service solutions, which has the effect of reducing the number of counter transactions since customers can now execute them electronically. Her boss, rather than valuing the fact that Julie’s team has promoted online services to customers, perceives the productivity report negatively and decides to unilaterally reduce the number of employees. Julie therefore realizes that the Bank's values ??are no longer the same as those shared before. From now on, customer service is no longer the priority, but rather the rationalization of costs.

In a short time, the fallout is felt within Julie's team. Its employees are overworked and the queue is getting longer. Customers get impatient and complain about the long delay before being served. Faced with this situation, Julie and her assistant decide to perform tasks that do not necessarily fall under their positions. The assistant is now at the cash desks and Julie is busy scanning internal mail, scheduling work hours, balancing the cash desks, but also handling customer complaints. Her files are piling up and she no longer has time to answer her phone messages that same day. It must even intervene directly with its employees so that they accelerate the pace. They are not used to skipping the sales and service stages. Its two best sellers are particularly outraged by this situation. Their motivation was based on the sale and they now complain that they no longer have the time to serve the customer well by offering them the best packages according to their needs. Julie would have liked to develop tools and modify the methods so that the work can be done more quickly, but she can't find the time. However, it organizes short meetings with its employees to explain the situation to them and try to motivate them. However, she feels that people are discouraged and less happy at work. The assistant is stressed and she tells him that she feels delayed in her work. In addition, there is a sharp increase in cash register errors, which results in significant financial losses. Sales drop drastically.

Looking back, Julie deplores the fact that her supervisor did not help her to help her gradually implement the change. She considers that everything was done far too quickly and without taking into account the needs of employees or the impact on customers. However, she was well aware that the directives came from senior management and that her boss was herself forced to apply the changes. Either way, she has to admit that the guidelines have changed. Rather than following all the service and sales steps to the letter, which used to take some time, the Bank now demands that we limit ourselves to productivity and employ a minimum number of employees. Culture is changing; requirements and criteria change. In fact, Julie realizes that the steps on which she had trained and evaluated her subordinates become less important, but at the same time, that the sales objectives do not decrease. How to meet these new requirements? Mystery shoppers walk around to assess whether the employee intended to assist the client and not if he took the initiative.

Faced with this recent situation, Julie feels helpless and feels a certain rage. She finds it very difficult to accept this change in values ??and regrets the way in which the changes were implemented. She becomes more and more stressed, has sleep problems and worries about her future at the Bank. She no longer wants to occupy a management position in a context of cost rationalization. She feels that she is losing the precious bond that she had established with her team and that deeply saddens her.

A few months pregnant, she expresses her concerns to her doctor. The latter forces him to withdraw before the expected date of delivery and provides him with a ticket. Deeply exhausted, she leaves for her maternity leave sooner than expected, tears in her eyes. She feels guilty for leaving her team in organizational chaos. During his leave, the situation within the branch gradually deteriorated. Sales are still declining, which has resulted in a significant decline in the team’s position and in addition, the number of customer complaints remains high. Camille, Julie’s replacement, contacts her to explain the adoption of a new simplification process. From now on, most transactions will be evaluated according to precise time criteria. Camille complains about the difficulty of managing the team this way and that the employees are very angry with the situation. The climate at the branch remains very tense and discouragement is felt.

According to the performance criteria established by the Bank, Julie remains an excellent manager who knows how to be respected by her employees and meet organizational requirements. For the past two years, she has been invited to the Gala Excellence organized by the Bank to highlight her skills as a manager. Unfortunately, she now sees a lot of contradictions between the objectives set by the Excellence Gala and the new directives from senior management, since the Gala is mainly based on sales results, the quality of customer service and finally, the number of 'administrative errors. Faced with the change of vision, she wonders about her future at the Bank, about its expectations and about her possible return to the post of manager.
 

Question 1 

Taking into account the facts presented in the case, produce a general problem and analyze it based on the concept of logic actions. You must justify the relevance of the logic (s) chosen. ( Traditional , Charismatic and Formal)

• You do not have to present the main problems and their consequences.

• Your answer should start with the presentation of the general problem.
 

Question 2: Propose very concretely a final solution (s) and a detailed implementation plan * for the solution (s), in the short, medium and long term, in order to fix the problem.  

• The detailed plan must contain at least the information requested for teamwork and as well as the unintended consequences of the implementation of the solution.

Question 3:

Strategic coherence calls for a balance between the different technical frameworks of the organization and the action contexts in which it operates. Based on the strategic tetrahedron, explain how a manager can make sure to maintain this much-needed strategic coherence. Illustrate your argument with one or more relevant examples

 Question 4 : In the current crisis, many companies must turn to telework to ensure their survival and the continuity of their operations. From the social perspectives seen in class, what are the management skills that managers of a traditional organization need to master more? Illustrate your answer with a concrete example from your experience or a case seen in class.  

Question 5 In organizations, do the technical frameworks / systems in place allow managers to meet the variety of psychological needs of employees? Justify your answer using the concepts of the course and a concrete example.  

 Question 6 Can an organization have both formal plans, an inspiring vision and a unifying project? Justify your answer by using the concepts presented in the course.

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