1、Balance Banking PLCis a mediumplayer in the financial sector. In response to external market pressures and having absorbed a small building society, it underwent a major restructuring programme just under 12 months ago.The restructure resulted in a number of changes to departments and teams througho

2、ut the organisation, including changes at senior managementlevel. As part of the restructuring there were a number of redundancies. In addition, a large number of staff were moved around, and now find themselves in new teams with new line management arrangements.平衡銀行PLC是金融界的媒體播放器。響應于外部市場壓力和吸收了建設一個小

3、社會，它進行了一次重大重組計劃在 12個月前。 重組帶來一些變化， 部門和團隊 在整個組織，包括高級管理層的變化。作為重組的一部分有一些多余的。此外， 大量人員被移動，現在發現自己在新的生產線的管理安排新的團隊。Motivation was and continues to be low and the Trade Unions have been highly critical of the senior managementteam over the last 12 months and feel that their membersare paying the price for poo

4、r managementdecisions. The continuing economic climate means that the organisation is continually under pressure to perform and staff feel insecure about their future prospects.動機是并將繼續是低和工會一直非常關鍵的高級管理團隊在過去的 12個月里，覺 得他們的成員為管理決策失誤付出代價。 持續的經濟氣候意味著組織不斷的壓力 和員工覺得他們的未來前景的不安全的條件下。The NewCustomer EngagementT

5、eamwas created under the new structure and brought together two former teams under one manager Jess Green. Managers in the old structure had to apply for the manager positions in the new structure under competitive conditions, a process which caused considerable upset among existing managers. The po

6、sition of manager for the New Customer Engagement Team had four internal applicants. Jess was surprised at her own appointment mainly because all the other applicants held manager positions in the old structure and that she was the onlyapplicant with limited experience in that particular area. Her a

7、ppointment caused a bit of a stir. Of the other three applicants; one was appointed to another team manager post in the new structure; another accepted a redundancy package; whilst the other applicant is still with the organization, but not as a manager but as Lead Financial Assessor reporting to Je

8、ss. 新的客戶管理團隊在新的組織結構的創建和帶來了兩個前隊下一個經理Jess 綠。在舊結構經理不得不申請經理職位在新的競爭條件下的結構， 這一過程造成了相 當大的不安在現有的管理者。 對于新客戶的參與團隊經理的職位有四個內部申請 人。杰西在她自己的約會感到驚訝， 主要是因為所有其他申請人在舊結構經理的 職位，她是有限的，特定領域經驗的唯一的申請人。她的任命引起了一陣轟動。 其他的三的申請者； 一個被任命為新的結構， 另一個團隊經理崗位； 另一個公認 的冗余包； 而其他申請人仍與組織， 而不是作為一個經理， 但導致金融評估報告 杰西。At a meeting, following her ap

9、pointment, with her line manager it was stressed that the organisation had to regain the confidence of its stakeholders including its customers. The organisation had to rebuild and each manager had to ensure that the performance of their team was geared to achieving the strategic objectives of the o

10、rganisation namely: 在一次會議上， 她和她約會，直線經理強調組織必須獲得的利益相關者包括客戶 的信任。這個組織的重建和每個經理必須確保他們的球隊的表現是為了實現組織 的戰略目標，即：To achieve financial security and return to profit.To become a place of choice for employees.To create an open and transparent management style.To focus on customer and shareholder needs.To focus on

11、long-term quality profitability.To create a new business mix and manage the business risk實現財務安全和利潤。成為員工首選。創建一個開放和透明的管理風格。關注客戶和股東的需要。著眼于長遠盈利質量。創建一個新的業務和管理業務風險At the same meeting Jess was advised that she had been appointed to the post because of her drive and enthusiasm. The interview panel had been

12、particularly impressed by her fresh thinking and clear ideas as to how the team could be developed in the medium to long term future. Shortly after her appointment she put forward a paper as to howthe new teams could be taken forward to ensure their contribution to the organisation'sstrategic ob

13、jectives.在同一次會議上， 杰西被告知， 她被任命為因為她的干勁和熱情。 面試小組已經 特別深刻的印象，她新鮮的思維和清晰的思路團隊可以在中等發達的長期未來。 不久后，她的任命她提出了一個新的團隊， 如何可以采取以確保他們對組織的戰 略目標的貢獻。Jess 'snew team consists of members of the former New Accounts team, members of the former Risk Assessment team, and four staff from the recently acquired building soci

14、ety. The new team consists of 16 staff:10 full time staff and six part-time staff.The former New Accounts teamwas viewed as a middling performing team, it did make its targets over the years but generally struggled and seemedto require a lot of attention in order to do so. The manager of the old tea

15、m retired eighteen months prior to the restructure and the team had been managedon a caretaker basis by other managers until the restructure. As a result the team struggled with a lack of direction.杰斯的新團隊由以前的新賬戶的團隊成員， 前者的風險評估小組的成員， 和四名 工作人員從最近收購的建筑協會。 新的團隊由 16個工作人員： 10名全職員工和六 名兼職員工。 以前的新賬戶的團隊被視為一個中等

16、的執行團隊， 并使其目標， 多 年來卻掙扎著， 似乎需要很多關注， 為了這樣做。 舊的團隊經理退休后十八個月 的重組和團隊之前一直在管理一個臨時的基礎上由其他管理人員到重組。 由于球 隊缺乏方向努力。The role of the new team is to provide a focus for new customers and to ensure that new accounts are established without difficulty and with a minimumof fuss. Onearea that has increased in significanc

17、e over the last year is the area of risk assessment. Every new customer is credit screened and before any account is established a full financial risk assessment has to be made. A copy of the team structure can be found in Appendix 1. 新團隊的作用是提供給新客戶的一個焦點， 以確保新的帳戶沒有困難和一個最低 限度的事了。 這增加了意義在去年的一個領域是風險評估的地

18、區。 每一個新客戶 的信貸篩選和之前的任何帳戶建立一個完整的財務風險評估了。 團隊副本的結構 可以發現在附錄 1。Since taking the team over Jess has found the stress of the job almost unbearable at times. Her new ideas were thwarted, in part by the need to ensure that new performance targets were met but the main stumbling block was a reluctance of staff

19、 to embrace change. Her drive and enthusiasm was interpreted as overbearing and in one case perceived as bullying behaviour. The stress of the job was also apparent in the monthly team meetings which while initially having been designed to generate involvement had become no more than 30 minute brief

20、ings based on performance targets. As a result staff sit quietly, take brief notes and clock watch.從球隊在 Jess 發現工作壓力有時幾乎難以忍受的。她的新思路受阻，部分由需要確保新的性能指標均滿足但主要的絆腳石是員工不愿接受改變。 她的干勁和熱 情被解釋為傲慢和 1例視為欺凌行為。 工作的壓力也很明顯在團隊會議， 雖然最 初被設計來產生的參與已經成為不超過 30 分鐘的簡報基于性能指標。由于人員 安靜地坐著，以簡短的筆記和鐘表。The past 12 months presented cons

21、iderable challenges with the introduction of new operational systems, new working practices as well as building a new team. Staff felt that the changes were imposed rather than negotiated and had disengaged with many of the processes. Jess patched the gaps by doing a number of the jobs herself resul

22、ting in her working longer hours than necessary and her focus being on day to day issues. The nature of the work had also meant that previous tasks i.e. new accounts and risk management continued. As a result the divisions within the team were maintained and there was very little movementbetween the

23、 two areas. The four building society staff who had transferred to the team were allocated between the two areas reinforcing the structural divisions.過去的 12個月內提出相當大的挑戰與新的操作系統的引入， 新的工作方式以及建 立一個新的團隊。 員工覺得變化實施而不是談判曾與許多過程脫離。 杰西修補缺 口做大量的工作使她自己的工作時間比必要的， 她集中在每天的問題。 工作的性 質也意味著以前的任務， 即新賬戶和風險管理的持續。 作為一個結果， 在

24、團隊的 部門保持這兩個地區之間的非常小的運動。 四建筑協會的工作人員已轉移到了隊 兩個方面加強部門之間的分配結構。As far as senior management is concerned the new team continues to under-perform. Jess has on a number of occasions had her leadership style questioned by senior management, particularly when there was an informal grievance about bullying rais

25、ed. After some discussion with HR it was agreed that a mentoring arrangement maybenefit Jess. In order to prepare for her first mentoring meeting Jess was asked to reflect on her team and the team membersin order to discuss strategies designed to increase the performance of the team.據資深管理關注的是新的團隊繼續執

26、行下。 杰斯已經在一些場合她的領導風格的 高級管理人員的質疑， 特別是當有欺凌提出了一個非正式的申訴。 經過一番討論 人力資源才是導師的安排可能利益杰西。 為了準備她的第一個輔導會議杰西卡要 求反映她的團隊并為團隊成員討論，旨在提高團隊績效的策略。In preparation for the meeting Jess penciled the following notes:Jack has bee n with the orga ni sati on for over twenty five years and isa highly experienced and respected mem

27、berof staff whose counsel is sought on a variety of issues. Staff would rather seek Jack out for decisions than me. Muchof his knowledge has been gained through his experience and isn 'tformalised in any way. He is slightly bored with his existing position but is due to retire in a few years so

28、is not interested in any of the promoted posts in the new organisation. While he is happy to work with mehe tends to view meas a junior memberof staff and I tend to defer to him if any debate arises.參加會議的準備修改以下杰斯： 杰克已與該組織超過二零五年，是一個具有豐富經驗和尊重員工的律師尋求對 各種問題。 員工寧可找杰克了比我的決定。 他的許多知識通過自己的經驗， 不以 任何方式得到正式的。 他

29、用現有的位置稍微無聊， 但由于幾年退休， 所以不在新 的組織中的任何職位感興趣了。 雖然他很高興與我的工作， 他會認為我的初級員 工，我傾向于聽從他如果任何爭論。Carol has been with the organisation for fifteen years and whilst a good operator she tends to stick by the rules regardless. There have been a number of complaints over the years, the majority of which have resulted fr

30、om Carol 'sabrasive style which tends to rub people up the wrong way.In most of these casesCarol 'sdecisionshave been the right ones but herinability to communicate well creates difficulties with internal and external customers. She is a little intimidating and I tend to avoid any conflict s

31、ituations with her. Carol was quite outspoken at the initialteam meetings but recently hasn't appeared interested.卡羅爾-已經有十五年的組織，而一個良好的算子，她更傾向于堅持規則不管的。 有一批多年來的投訴，其中大部分已導致從卡羅爾的磨料風格往往擦人走錯了 路。在大多數情況下， 卡羅爾的決定是正確的但她無法很好的溝通創造與內部和 外部客戶的困難。 她有點嚇人， 我傾向于避免沖突的情況下她。 卡羅爾很直言不 諱的在最初的小組會議，但最近沒有興趣。Russell has bee

32、 n with orga ni sati on for twelve years and was, un tiltherestructuring, the manager of the Risk Assessment team. Regarded as a good steady hand he was widely expected to be appointed to the position now held by me. His motivation is now very low and he has made it publicly known that he will not c

33、reate any difficulties for the new team and that he will only do the bare minimum i.e. doing no more than his contracted hours, coming in on time and going home on time, and doing no more than the job in hand. A couple of staff including those transferred to the new team feel loyalty to Russell and

34、feel that he has beenhard done by '.Myhesitation over a number of critical decisions has reinforced the idea that Russell would have been a better appointment among these staff.羅素-已經擁有十二年的組織，直到重組，將風險評估團隊經理。 作為一個很好的穩定的手，他被廣泛預計將被任命為現在由我擔任。 他的動機是現在很低， 他已經公開表示他將不會創 建新團隊的任何困難，他只會做赤裸的最小即沒有做更多的比他縮小時，來時

35、回家的時間， 做不超過手頭的工作。 一對夫婦的人員包括那些轉移到新的球隊感到對羅素的忠誠，覺得他已經“委屈” 。我猶豫了一批關鍵決定加強了的想法， 羅素會是一個更好的約會在這些人員。Elspeth -has bee n with the orga ni sati on for two years and has show n considerable ambition. She is poorly qualified but is now trying to address that through part-time study. Her work is good but is not of

36、 a particularly high standard and her inexperience tends to come through in some of her decisions. Her poor organisation skills mean that she continually fails to meet deadlines and often has to put in extra hours to cope. In addition, her attendance over the last six months has beengiving cause for

37、 concern.-艾紫培已經組織了兩年，已顯示出相當大的野心。她是不稱職的但現在試圖解決通過兼職研究。 她的工作是好的但不是特別高的標準， 她缺乏經驗，往往通過她的一些決定來。 她可 憐的組織能力意味著她一直未能如期經常加班處理。 此外， 她出現在過去的六個月里已經引 起關注。Abda - has been with the organisation for four years and has just returned from maternity leave. She is a highly competent and qualified member of staff and ten

38、ds to be very traditional in her ways not particularly welcoming of any innovation/changes. She is very friendly with Jack and will perform the tasks in the way that he decides rather than some of the new methods suggested by me.押大-已與組織四年， 剛從產假。 她是一個非常能干的和合格的工作人員， 往往是非常傳統 的方式并不特別歡迎任何創新的變化。 她是非常友好和杰克

39、， 他決定， 而不是一些新的方法， 建議由我的方式執行的任務。Brian - transferred from the risk team where he had been employed for 12 years. When Russell had been seconded to a project elsewhere in the organisation he acted up to his manager post. Good strong administrator but like Abda tends to be resistant to change. Despite h

40、aving acted up to a management position Brian seems to be happy where he is and did not apply for any of the promoted posts in the new structure.布瑞恩-調離風險團隊的他在那里工作了12年。當羅素被借調到其他組織，他扮演了他的后一個項目經理。好強大的管理員就像阿卜達往往是難以改變的。盡管采取了一個管理職位， 布瑞恩似乎很高興他在哪里，沒有申請任何職位的提升新結構。Richard -part time member of staff who is extremely