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MANAGING PERFORMANCE AT HALIFAX PLC. Question 1: Managing performance at
Halifax plc The email from the District Manager John West ...
... Mee, J. and Fenton-O’Creevy, M. (ed.) (2003) Managing Performance at Halifax
PLC, London. Sage. pp 19/20-6 & 7 (course reader). ...
Submitted by MBA_My_Way on September 9, 2007
Category: Business
Words: 1618 | Pages: 7
Views: 172
Popularity Rank: 68,855
Average Member Grade: B (Add a Comment / Grade this Paper)
Question 1: Managing performance at Halifax plc
The email from the District Manager John West to the Customer Marketing Area Manager, Alan Clarke:
Dear Alan,
I am writing to you regarding the branch 5446 which is led by Frank Innes and not performing well over the last years. I intend to give you an overview on the issues and problems, assess the reasons for it and give you my opinion on how we could solve the problem. Just to be clear on this I would like to state that in my opinion Frank has the ability to manage branch 5446 and lead it towards a successful part of my district. It just needs some adaptations to bring him on the right way. To structure my report I process accordingly to our ‘Theory Z' from the Balanced Scorecard (BSC) and then make my assessment and give recommendations on every aspect.
A) The Problems we are facing at branch 5446
1. The brand manager Frank Innes
Frank has been working in the company for 18 years. Since he overtook branch 5446 three years ago he got his appraisals on a regular basis without improving the performance of the branch or reaching the targeted performance level. Recently, I found Frank on reception on a Saturday. In my opinion, the most problematic issue is that Frank is not aware of the difficulties of branch 5446 which do not arise from the bad circumstances only but from the people working in the branch including himself. Frank does not use the information he gets from the BSC and does not share the outcome with the staff. When I asked him about the reasons he told me that there was no time to talk about performance and that everybody was doing his? best. Furthermore, you can see that he is not identifying himself and the other employees as a team by always blaming the branch instead of thinking about his and his employee's attitudes.
2. The Staff development perspective
This issue is about people. If you have a...
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good, July 23, 2008
Grader: markboston, Grade: B
gives good ideas