What is it about?
One of the ten largest U.S. banks introduced a sales culture on top of the previous service culture. It was thought the two could harmoniously coexist. Sales did increase as planned. Interviews with tellers and customer service representatives at two branches, however, revealed a number of unexpected negative results. The pressure to sell upset both employees and customers. When concerns were raised by employees, silencing behaviors were employed. Increased turnover and various forms of employee resistance were documented.
Why is it important?
In order for a organization culture to be stable and productive, a balance in the parties interests needs to be achieved. In this case, the managers were thinking more about their interests in increased sales than they were about the reactions of their employees and customers. A number of recommendations are put forward to achieve a better balance in the parties interests in the future.
The following have contributed to this page: Professor Fortado Bruce
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