• Category:
  • Document type:
  • Level:
  • Page:
  • Words:

6Company Analysis Four



(A) 1(a) Stella Thredgold (Business Enablement Manager)

Since joining the bank she has served as a financial manager and a treasurer. Her array of experience includes the time she spent working as a people and performance manager as well as the information technology manger.

She has a diverse mindset and brings this along in her mix of expertise whenever executing her roles. This she usually does in an inclusive fashion she fancies teamwork and the associated learning.

(b). Richard Fennell (Financial Manager)

He has not only served as the financial manager of the bank but also spearheads various group strategies initiatives. His experience over the years makes him the ideal personnel for the formation of the banks’ group strategies as well as the supervisor of their execution.

His impact has far been felt in the financial fair play of the bank. For example pay rise as practice of performance appraisal is purely on merit.

(c) Robert Musgrove (Engagement and Innovations Manager)

He has so far served the bank in various capacities the most notable ones being in customer service department and the community development in relation to the banks operations. He is the guy trusted with the coming up with community development strategies.

From 2006 he managed key innovative partnerships for the Bank before moving into the role of Head of Group Strategy in 2009. Robert joined the Bank’s executive team in 2013.

He is a practical guy who likes to participate in community development initiatives firsthand. For instance he participates in walks and chairs fundraisers that usually are geared towards the development of the community

2(a) Management by Walking Around

This style is used by managers who value the inputs of their employees. The mangers must as such listen to the contributions of the employees whenever major decisions are to be made. They use this technique to foster interaction which makes information gathering efficient as shown by Woodman et al, (2017, Pg. 47).

(b) Consultative Management

Decisions made must be good to the business and to the employees. Communication is usually from the top management through to the employees via their supervisors. However for the purposes of increasing the workers morale, there is always consultation in decision making. For example Stella advocates for inclusiveness in the work place.

3. The management styles used by these managers are successful due to the listed reasons:

  • It has enabled them to obtain real time feedback from customers and workers hence act promptly.

  • Workers morale has been lifted since decision is made in the best of their interest.

  • They have been able to achieve employee’s loyalty since employees feel included in decision making.

4. The chants that go around about mangers usually revolve around their failures and success as discussed by Schoar & Zuo, (2017, Pg. 22). Employees often talk about the merits or demerits of the leadership style adopted by their managers. They also talk about their own assessment of the managerial prowess of their managers. Respect that employees accord to certain managers is usually based on the nature of relationship between them. This relationship often evolves from stories about how the managers respond to the employee’s welfare.

(B) 1. Mission, Values and Culture

The bank respects and strives to meet the welfare of the community and its partners as such it is able to sustain its growth through the earnings it gets.

The bank thus ensures that customer’s expectations are met and the quality of service delivery held high.

The bank operates on the following values;

  • Teamwork

  • Integrity

  • Performance

  • Engagement

The bank continues to fund members of the community to advance interest they care about.

As part of its tradition the bank holds events where staff and their families are invited to enjoy Indian foods, dancing and music activities in celebration for the banks achievements.

Along with these, the bank holds valuable its culture of customer prioritization. This it achieves by sourcing the most qualified staff for the various posts in the bank. Service delivery is guaranteed to be of high quality to meet high customer expectations.

 2. Diversity

Adelaide bank values diversity of staff (managers), workforce and customers. This can be seen in the way the top management composition is structured with both male and female personalities. These shows gender diversity as discussed by Trevino & Nelson, (2016, Pg. 44).

The workers and customers of the bank show that there is racial diversity since the two come from various races. For example at the banks Diwali celebration event, Indian food and dances were the main attractions.

3. Stories Characteristic of Adelaide Bank’s Culture

The employees are usually of high moral values when interacting with customers.(a)

Work ethics at the main bank and all its branches have been well observed through the years.(b)

Employer- employee interaction is often mutual in nature and the both stuff are usually highly. motivated and hard working(c)

Decision making is inclusive and has the best of interest of all involved shareholders.(d)

(C) Cooperate Social Responsibility

Negative Incidence

In the past the bank made huge amounts of profit but had very few community development initiatives. The customers forming bulk of their clients languished in poverty will the transactions they merited the bank with made sure the bank get huge profit margins. For example in the financial year 2010-2011 the bank had a net profit of $342.1 million after tax.

Corrective Measure

The bank has however so far invested extensively in terms of community development programs in a bid to give back to the community.

Co-Operate Social Responsibility Analysis of Adelaide Bank

Today the bank is trusted and respected widely because of its sound cooperate social responsibility framework. The bank is dedicated toward ensuring that the community’s way of life is improved.

The bank sets some funds aside in its budget for the financing of various community development programs. For example, Communins District bank has helped transform the lives of simple farmers living in the district by contributing over $1.2 million to fund projects.

(D) 1.Benefits to Employees and how it compares to other Companies

There is open work places hence employees can easily catch up with their supervisors in case of any concerns-Most company have an autocratic management style and having access to the top management is not easy.

The employees representatives are included in decision making and can thus represent the interest of the other employees-Employees of most companies are not involved in decision making as shown by Schoar & Zuo, (2016, Pg. 12). The rules and regulations are dictated by the top management and provided for execution by the employees.

Employees get to pick and choose how they would like to work depending on what they are feeling at the time or in some cases even depending on the weather-In most company the supervisors dictate the working conditions of the employees.

Operations are consultative in nature and this enhances team work-Employees morale is reduced in most company since they are not consulted in matters involving managerial decision, (Woodman et al, 2017, Pg. 33). This means that what is best for them is always overlooked

(E)Employee Attributes Sort By Adelaide Bank

as this way they will find it easy to learn from mindedThe bank requires its employees to be

employees are preferred by the bank. This is to ensure prompt service delivery as shown by De Jong et al, (2017, Pg. 22)Hardworking

employee who can be self motivated as they love what they are doing.passionateThe bank seeks

team work. and ready to embrace cooperativeThe banks employees must be

Persons ready to face new challenges, work at minimal supervision, have the community and business success at heart and in need of expanding their horizons in a cooperative fashion can be glad working in Adelaide bank.

Reference list

de Burgh-Woodman, H., Bressan, A. and Torrisi, A., 2017. An Evaluation of the State of the CSR Field in Australia: Perspectives from the Banking and Mining Sectors. In Comparative Perspectives on Global Corporate Social Responsibility (pp. 138-164). IGI Global.

De Jong, P., Choo, W. and Loudon, G., 2016. An Early Warning Tool for Measuring the Build-Up of Systemic Risks in Banks and Financial Systems.

Pearce, A., Powell, L., Burns, C. and Zupan, N., 2016. Values and behaviours of an effective community of practice: a case for staff/student collaboration for internationalization.

Schoar, A. and Zuo, L., 2016. Gender in Corporation Management Does the Market Value Ceo Styles?. The American Economic Review, 106(5), pp.262-266.

Schoar, A. and Zuo, L., 2017. Shaped by booms and busts: How the economy impacts CEO careers and management styles. The Review of Financial Studies, 30(5), pp.1425-1456.

Trevino, L.K. and Nelson, K.A., 2016. Managing business ethics: Straight talk about how to do it right. John Wiley & Sons.