Essay on First Union Case Study

1750 WordsApr 23, 20147 Pages
First Union: An Office Without Walls Introduction The purpose of this paper is to analyze the Integrative Case 5.0, “First Union: An Office Without Walls,” found on page 589 of the text book Organization Theory & Design, by Richard L. Daft, and to respond to the questions relating to the case study. Problem Statement First Union Federal is a large savings and loan banking organization at which Meg Rabb has been employed with since she was 18. Meg has been recently promoted to Vice President of her division after serving the last five years as assistant V.P. At the time Meg was hired as an assistant V.P. there had not been a single female in the position of V.P. After a week in her new position, Meg was notified by her boss Dan…show more content…
Disregard to ethics threats substantial harm to reputation and to other significant intangible corporate assets – including employee morale and productivity. The outcomes of unethical behavior can affect an organization’s ability to survive (Doorley & Garcia, 2007, p. 30). In addition to these contributing factors, Meg was the first person to fall victim to strict adherence to the miscalculation of her office size. Not only that, but shortly before her promotion, the EEOC put pressure on First Union to hire female executives since none had been put in place. Meg was the first of her kind. The EEOC was trying to encourage diversity management. Diversity management is defined by the Government Accountability Office (GAO) as a practice intended to produce and maintain a positive work environment that recognizes the value of individuals’ similarities and differences, so that everyone can reach their potential and make the most of their contributions to an organization’s strategic goals and objectives (GAO, 2013, p. 5). What are the forces for cultural change at First Union? Cultural changes will need to start from the top down. According to Daft (2013), culture changes refer to changes in the values, attitudes, expectations, beliefs, abilities, and behavior of employees such as the mindset of the organization (p. 435). Miller and Tucker (2013) suggest the senior leadership must set the tone at the top for integrity and ethics including diversity (p. 56).
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