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Pages 8 (2008 words)
1. Based on the facts that the case study presents, Bankco's upper management and HR department needs perform several appropriate actions in order to transform it into a learning organisation. I would say that Bankco prematurely executed its objective of becoming a learning organisation…
Let me explain why.
Probably due to the pressures in the industry and due to the aspiration of the company to gain competitive edge over its competitors, Bankco enforced culture shift from being operation-oriented to sales-oriented company. With the introduction of advanced technological developments to the organisation that considerably improves productivity, computers and other state-of-the-art gadgets have replaced huge numbers of labourers. The implementation of modern business strategies and techniques also contributed to the considerable downsizing of its labour force. Because of the implementation of these two innovations, Bankco's has been restructured from 7 regions and 54 districts to 3 regions and 21 areas.
This culture shift requires a collateral implementation of enhanced training strategies for the remaining employees to improve their skills in using computers and other technological devices to become more productive. Bankco's upper management realised the necessity of this move. It then increased the company's budget on training and development, which is a good move. We are now seeing Bankco as a company that is really serious in infusing technological developments in its operations.
However, I believe that this move prematurely done since the HR department has not made any preparatory moves that will introduce the change into the organisation. ...
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