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Gurgaon Branch

  • Abinash Panda

    ()

    (Organizational Behaviour Area, Xavier Labour Research Institute (XLRI), Jamshedpur, India, 831 001, India)

  • Rajen K. Gupta

    ()

    (Human Behaviour and Organizational Development Area, Management Development Institute, Gurgaon, India, 122 001, India)

  • Satish K. Kalra

    ()

    (Human Behaviour and Organizational Development Area, Management Development Institute, Gurgaon, India, 122 001, India)

Registered author(s):

    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.

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    Article provided by World Scientific Publishing Co. Pte. Ltd. in its journal Asian Case Research Journal.

    Volume (Year): 10 (2006)
    Issue (Month): 01 ()
    Pages: 103-142

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    Handle: RePEc:wsi:acrjxx:v:10:y:2006:i:01:p:103-142
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