Reference no: EM131731206

Problem: Whatever Is Necessary!

Marian could feel the rage surge from deep within her. Even though she was usually in control of her behavior, it was not easy to control her internal emotions. She could sense her rapid pulse and knew that her face was flushed. But she knew that her emotional reaction to the report would soon subside in the solitary confines of her executive office. She would be free to think about the problem and make a decision about solving it. Marian had joined the bank eight months ago as manager in charge of the consumer loan sections. There were eight loan sections in all, and her duties were both interesting and challenging. But for some reason there had been a trend in the past six months of decreasing loan volume and increasing payment delinquency. The month-end report to which she reacted showed that the past month was the worst in both categories in several years. Vince Stoddard, the president, had been impressed by her credentials and aggressiveness when he hired her.

Marian had been in the business for 10 years and was the head loan offi cer for one of the bank's competitors. Her reputation for aggressive pursuit of business goals was almost legendary among local bankers. She was active in the credit association and worked long, hard hours. Vince believed that she was the ideal person for the position. When he hired her, he had said, "Marian, you're right for the job, but I know it won't be easy for you. Dave Kattar, who heads one of the loan sections, also wanted the job. In fact, had you turned down our offer, it would have been Dave's. He is well liked around here, and I also respect him. I don't think you'll have any problems working with him, but don't push him too hard at fi rst. Let him get used to you, and I think you'll fi nd him to be quite an asset." But Dave was nothing but a "pain in the neck" for Marian.

She sensed his resentment from the fi rst day she came to work. Although he never said anything negative, his aggravating way of ending most conversations with her was, "Okay, Boss Lady. Whatever you want is what we'll do." When loan volume turned down shortly after her arrival, she called a staff meeting with all of the section heads. As she began to explain that volume was off, she thought she noticed several of the section heads look over to Dave. Because she saw Dave only out of the corner of her eye, she couldn't be certain, but she thought he winked at the other heads. That action immediately angered her-and she felt her face fl ush. The meeting accomplished little, but each section head promised that the next month would be better. In fact, the next month was worse, and each subsequent month followed that pattern. Staff meetings were now more frequent, and Marian was more prone to explode angrily with threats of what would happen if they didn't improve. So far she had not followed through on any threats, but she thought that "now" might be the time. To consolidate her position, she had talked the situation over with Vince, and he had said rather coolly, "Whatever you think is necessary." He hadn't been very friendly toward her for several weeks, and she was worried about that also. "So," Marian thought to herself, "I wonder what will happen if I fi re Dave. If I get him out of here, will the others shape up? On the other hand, Vince might not support me. But maybe he's just waiting for me to take charge. It might even get me back in good graces with him."

Discussion Questions

1. What role did personality play in the situation at the bank? Which of the Big Five personality traits most clearly influenced Marian and Dave? Which of the cognitive and motivational aspects of personality played a role?

2. Working within the bounds of her personality, what should Marian have done when trouble first seemed to be brewing? How could she have maintained Dave's job satisfaction and commitment?

3. How should Marian proceed now that the situation has become very difficult?