Cdbg Case Essay

5037 Words21 Pages
1 The CDBG Case Management 585 Professor Stephanie Pane Shavon Adams September 29, 2015 2 Introduction The CDBG Case profiles the CRA department of BOK Financial Corporation, a struggling community development department that undergoes new leadership in an effort to improve overall performance. BOK’s newly appointed Senior EVP, Steve Bradshaw saw the need to make serious changes within the department due to barely satisfactory performance reviews, inefficient procedures and failure to serve the neighboring community. Although the CRA department, named after the Community Reinvestment Act, had received satisfactory ratings in their prior year performance evaluations, the complacency of the department threatened the…show more content…
CRA was under existing leadership who felt that as long as the department maintained bare minimum requirements, there was no real reason to implement change. In 1997, Boelker’s study addressed this issue by stating that as long as an organization maintains a threshold level of performance, top level managers are less inclined to address the need for departmental changes. Only when poor performance indicators are heavily recognized will company leaders reevaluate the viability of an organization’s strategy and implement strategic change (p. 153). Boelker’s research further expanded upon this theory by introducing the concept of inertial strategy. Executive management across CRA’s parent company BOK Corporation was heavily resistant to change and was not open to introducing new methods to drive organizational growth. Boelker refers to this same behavior as the inertial view. The inertial view states that organizations are “constrained in their ability to adapt, which creates the tendency for organizational strategy to be preserved rather than changed” (p. 152). Boeker further expands this view and states that tenure plays a large part in lack of organizational change. Employees, specifically top and executive level management, are less likely to implement changes when necessary when they have been an employee of the company for quite some time. The author associates company tenure with “rigidity and commitment to
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