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Changes at Scout Mortgage

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Submitted By help215
Words 1299
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Introduction John Mangels and Steve Walsh were colleagues working at the same mortgage company when in 2000 they started up their own mortgage firm. At the time Arizona was flourishing with real estate deals and people refinancing their mortgages. “In 2004, the company funded more than $600 million in mortgages and employed 25 loan officers, plus an equal size support staff” (Denison, 2007, p.532). Scout Mortgage’s pay structure was setup similar to traditional mortgage firms, paying their loan officers on commission. Commission would be paid using a percentage of the loan amount plus miscellaneous fees and premiums. This worked out great for their top loan officers who earned anywhere from $250,000 to $300,000 a year each after splitting the commission with the company 50-50 (Hellriegel & Slocum, 2009). However, business changed drastically for Scout Mortgage starting in 2004 when they were bringing in only half the business from years prior. With business slowed down, Mangels and Walsh had to reevaluate how they paid their loan officers. After reviewing this case my goal will be to analyze how the work environment changed, the reaction of the employees once they received the news, and the ethical intensity placed upon this issue.

Work Environment Scout Mortgage has a formal system within the office but established an informal relationship outside the office. So when Mangels and Walsh had to share the news of a change in their pay structure they knew it would be difficult. Because of their personal ties it would be a difficult task to convey the information to its intended audience.
Scout Mortgage is a relatively small organization with the leadership team consisting of Mangels and Walsh, a sales staff of less than 30 people which included four of their top performers, and an equal sized support staff. The work environment is comfortable in

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