The case illustrates how individual, group, and organizational dynamics interact to foster workplace abuse and its impact on the victim. It shows how a consultant assesses and conceptualizes these dynamics in developing recommendations and/or interventions.
Gerry Bennett had worked as a personal banker at a branch near the university campus for the past 7 months. He had been with the bank at another of its branches for about 3 years while he was completing his undergraduate degree and working part time as a teller.
During that time, he had observed this family owned bank expand aggressively. Upon graduation, he was promoted to personal banker and transferred to the university branch
where he replaced the incumbent personal banker who had been “one of the team” at that branch for nearly 10 years. Gerry was about 12 years younger than other personnel at the
branch, and the bank president had ordered the transfer in an effort to lure university students, faculty, and staff to the branch. Needless to say, the branch’s staff was not particularly happy to welcome Gerry, although most of them were cordial but distant,three were not. They were upset over the manner in which the transfer came about and wanted their “old” personal banker back.
The case illustrates how individual, group, and organizational dynamics interact to foster workplace abuse and its impact on the victim. It shows how a consultant assesses and conceptualizes these dynamics in developing recommendations and/or interventions.
Gerry Bennett had worked as a personal banker at a branch near the university campus for the past 7 months. He had been with the bank at another of its branches for about 3 years while he was completing his undergraduate degree and working part time as a teller.
During that time, he had observed this family owned bank expand aggressively. Upon graduation, he was promoted to personal banker and transferred to the university branch
where he replaced the incumbent personal banker who had been “one of the team” at that branch for nearly 10 years. Gerry was about 12 years younger than other personnel at the
branch, and the bank president had ordered the transfer in an effort to lure university students, faculty, and staff to the branch. Needless to say, the branch’s staff was not particularly happy to welcome Gerry, although most of them were cordial but distant,three were not. They were upset over the manner in which the transfer came about and wanted their “old” personal banker back.
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