...Case: Campbell and Bailyn’s Boston Office: Managing the Reorganization Executive summary: This case was about issues that Ken Winston, the regional office manager Campbell and Bailyn’s Boston Office faced with as a result of the two recent changes in organizational structure and performance management system to react to the dynamic of the industry and market. The issues created by these two changes were process complication, limitation in competitive advantages, and discouragement on internal collaboration. We recommend Winston to engage KAT and sales specialist team, define measureable goals to each individual, set up one common organizational goal and make it as part of the performance assessment and hold more company events to encourage collaboration and relationship. With this solution, Winston will be able to ease the process, build stronger sales team, maintain market share, gain sales, maintain profit and create good and healthy working environment within the organization. 1. Situation analysis Campbell and Bailyn (C & B), found in the early 1900s and based in New York, was one of the five largest investment bank in the worlds. The firm has good reputation and was doing well in all segments of the investment banking industry. Within the firm, the bond division, which had been the fastest growing unit, had eight regional sales offices around the world. After New York, the Boston office was the largest. Due to the size and the revenue volume, Boston...
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...Campbell and Bailyn’s Boston Office: Managing the Reorganization Case Study Analysis Principles of Management- July 2012 • Fixed Income Division: International Investment Bank’s Securities Brokerage division facing rapid change • New Products flooding the markets, structural cyclical industry change challenges the limits of firm’s expertise and its traditional form of organization. • Kevin Winston, RSM Manages Boston Office and maintain high level of sales. • Created Key Account Team (KAT) to increase sales of specialized, higher margin products. • Challenges the core values of the organization- such as salesperson’s control of his/her customer base and the appropriateness of product specialization. • RSM struggles in top down management edict which consists of a new performance management system. Objectives • To provide a context to study how changes in the competitive environment of an organization-industry, customers, other firms- can necessitate changes in the design of an organization. • To provide an exercise in which readers can learn to think through and balance the consequences – advantages and disadvantages – of introducing organizational change into a well –established group. • To provide an illustration and grounds for discussion about how changes in one work group require the participation of – and have consequences for – other segments within the hierarchical structure. Objectives • To provide a framework – the one presented through the...
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...Lunch Break with Winston Joint paper based on case study: „Campbell and Bailyn's Boston Office: Managing the Reorganization“ Stefan Ulrich 810004 Strategic Human Resource Management (Gruppe 08A) Content 1. Introduction 3 2. Industry Situation 3 3. Winston’s dilemma 3 4. Explaining himself 4 4.1 Key Accounts Team (KAT) 4 4.2 Performance management system (PMS) 4 5. Problems with the KAT 5 5.1 Recommendations concerning KAT 6 6 Problems with PMS 6 6.1 Recommendations concerning PMS 7 7. Winstons team 8 7.1 Callahan 8 7.2 John Oates 8 8. Consulting Winston 9 9. Blind Carbon Copy 10 10. Bibliographical References 12 1. Introduction It was a couple of days ago that I ran into my old friend Winston while taking my lunchbreak at the Harvard club in Boston. I knew Winston back from college, where we shared rooms back then. Because of our adverse backgrounds, his in finance and mine in human resources, we have quite a history in discussing cases across disciplines often consulting each other until late into the night. So it came natural as I asked him why he was looking so troubled and as he started to explain it all felt like college again. He started telling me about his concerns regarding the annual year-end meeting which he was about to have. The underlying situation for his dilemma was as follows: 2. Industry...
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...Campbell and Bailyn’s Boston Office: Managing The Reorganization Situation Analysis Ken Winston, the regional sales manager for the Boston office of Campbell and Bailvn, prepared presentation at the annual year-end meeting of the bond division’s leadership team. Because Boston office was the second largest office in the company, its sales group was used as a bellwether in the new products and management ideas. So, Winston put forward two changes about the company – Key account team (KAT) and a division-wide performance management. Based on these two changes, many salespeople in his division thought they’re unnecessary, even though it may not be work. Campbell and Bailyn’s fixed income division of sales and trading business was the fastest growing unit. It sold three types products. One of the products was the taxable bonds which were the biggest segment and sold mortgage-backed securities, high yield corporate debt, bond futures and options, government securities, and derivative products. Every division has different specialization salespeople. Also, salespeople had powerful customer relationships. Winston’s team included nine salespeople: five generalists and four specialists. Usually, generalists had large expense accounts to nurtured relationships. Specialists managed smaller accounts. Winston wanted to change the generalist team because it lost business to their competitors – lack of detailed product expertise. So, Winston created KAT, it not only increased effectiveness...
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...Campbell and Bailyn’s Boston Office: Managing The Reorganization Campbell and Bailyn’s (C&B) Boston Office has long been the leader in market share and sales. This office was also used as a testing location for new organizational structures and new products and services. Changes in customer demand have decreased market share based, so the office needs a restructure. In June of 2007 the Boston office is reorganized under Ken Winston, the regional sales manager into “key account teams” (KAT). Concurrently, the review process is altered in a very odd fashion and Winston does not seem too enthusiastic about this change. Winston is preparing a presentation for the division leadership team and will discuss the effectiveness of the new performance appraisal process and organizational structure. The problem is whether or not these new changes were effective. Causes of the problem with this restructure are as follows: * “Socializing customers” * Limiting career aspects * Customers are becoming more specialized * Futures and options have much higher margin but require more expertise to sell * Similar compensation Neither employees nor customers like the change of the structure at C&B. KATs made the change from one generalist fostering a relationship with a customer to several specialists serving one customer which the sales people have dubbed “socializing the sales department”. This change was implemented due to disconfirming data that C&B found customers were requiring more specialized...
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...Welcome to Strategic Human Resource Management Course Number: MBA 786 School of Business & Technology University of Wisconsin - Parkside 6:00 - 9:15 p.m. Wednesdays, Molinaro 167 October 29 – December 17 Fall Semester 2008 “…if we are to have citizens who can live constructively in this kaleidoscopically changing world, we can only have them if we are willing for them to become self-starting, self-initiating learners.” Carl Rogers Contacting the Instructor Professor: Dr. Karen Crooker Phone/Voice Mail: 595-2348 (worst way to contact) Office: Molinaro 349 Fax: 595-2680 (label to my attention) E-mail: crooker@uwp.edu (best way to contact) Address: UWP, Department of Business, PO Box 2000, Kenosha, WI 53141-2000 Web page: http://uwp.edu/~crooker/ Office hours: 3:15 – 4:30 p.m., Mondays & Wednesday. Other times by appointment. Course Description Using human resource management systems to create and sustain competitive advantage. Emphasis on an integrative framework that requires linkage between, as well as consistency among, functional HR activities and their alignment with and reinforcement of the organization’s competitive strategy. Course Objectives The goal of this course is to help students develop their knowledge, skills, and abilities in the following areas. At the conclusion of this course, students should be able to ✓ Name competitive...
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...Organizational Change Campbell and Bailyn’s Boston Office Case StudySharon Hunt Part I: Analysis of Case and Application of OD/C Theories Field Theory and Group Dynamics The Campbell and Bailyn case takes place during a time of significant change in thefinancial world, especially within the investment industry. The trying economictimes had created a different sort of demand in the market place that required theapplication of complicated debt instruments. Additionally, the shrinking of high-profile sales had influenced the organization to restructure the sales compensationin such a way that required sales teams to work more closely with product managerand research staff located in a different geographic area. The case details theseactions, but it is important to remember that the catalyst for this new behavior wasthe changes in the environment. Here, we can see the application of Lewin’s Field Theory at work- the firm was in a state of quasi-equilibrium until forces in theenvironment (namely, the macro economic recession and mortgage crisis) createdforces that altered that state. According to Lewin, changes in the environment (thefield) result in changes in the behavior of the group within the field, and in this casethe pressure was enough to warrant a re-organization of the firm in order to bettercontend with the changes in the environment. When analyzing the case through Lewin’s lens, it is also important to note the elements of group...
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