Gurgaon Branch was a branch of a leading public sector bank in India. Though the bank was financially sound, there seemed to be a leadership crisis in this branch. The aggregate deposit had been consistently falling over the past three years. The branch had not been able to disburse fresh advances or recover outstanding advances. Moreover, the employees were unhappy with both the branch head and the accountant.This case is concerned with transforming the culture of a public sector bank's branch that has been plagued with officers-staff conflict, inter-union rivalry and bureaucratic culture and consequently, poor financial performance, weak customer orientation and poor customers' satisfaction. This case provides a useful basis for discussing the issues and challenges involved in the process of transforming highly politicized culture to a desirable team-oriented customer-centric performing culture.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 10 (2006)
Issue (Month): 01 ()
|Contact details of provider:|| Web page: http://www.worldscinet.com/acrj/acrj.shtml|
|Order Information:|| Email: |
When requesting a correction, please mention this item's handle: RePEc:wsi:acrjxx:v:10:y:2006:i:01:p:103-142. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Tai Tone Lim)
If references are entirely missing, you can add them using this form.