Analysis of the Salz report, and propose your own ‘Organisational Behavioural-style’ (O.B) recommendations for change

Topic: Your assignment is to offer an analysis of the Salz report, and propose your own ‘Organisational Behavioural-style’ (O.B) recommendations for change
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Your assignment is to offer an analysis of the Salz report, and propose your own ‘Organisational Behavioural-style’ (O.B) recommendations for change
Report ASSIGNMENT
PLEASE READ THE FULL SET OF INSTRUCTIONS CAREFULLY.
In 2013, Barclays Bank published an extensive independent investigation into its recent performance and ethical troubles chaired by Anthony Salz. The bank has pledged to act on its analysis and recommendations in order to change the way all its staff work, and the ways the bank operates. Your assignment is to offer an analysis of the Salz report, and propose your own ‘OB-style’ recommendations for change. You can access the report via Barclays’ own website here: http://group.barclays.com/about-barclays/citizenship/salz-review-report.
1. In section 1, based on your own close reading of the Salz report and commentary on its publication from credible media sources (e.g. the Financial Times, The Economist, The Guardian, The New York Times, etc), produce a thorough summary of the systemic problems within Barclays that led to their recent troubles. Use an established framework for the diagnosis of the sources of these organisational problems (e.g. the Burke-Litwin model, or another similar framework). For example, where in Barclays’ ‘system’ (cf. Burke & Litwin) does Salz identify the main problems? How were these components inter-connected (with reinforcing or undermining dynamics), and on what or whom, would you lay most culpability for the problems that Barclays has faced, and still faces? (You may illustrate your analysis with an annotated Burke-Litwin diagram, in an Appendix.)
Briefly summarise the theoretical principles and content of the analytical framework you deploy (do not describe all of the content of the model), before applying it to the Salz report and your other source material, and generate your own conclusions on what needs to change (these can agree or disagree with Salz). To ensure depth of analysis, identify the root causes of Barclays’ problems, rather than analysing the entire system.
(Note: While the Executive Summary and Recommendations chapters in the Salz report can provide you with sufficient content to produce this analysis, we would urge you to read elsewhere in the full report, to understand and appreciate the detail behind the ‘headline conclusions’. It is 244 pages, but reading long reports and identifying the most salient content is a valuable skill for work. You can share the reading among colleagues.)
(40 marks; approximately 850-900 words)
2. Having concluded with where in Barclays’ system you would propose ‘reformative action’ to achieve sustainable change, set out a series of ‘OB-style’ interventions of your own to recommend to the Board to initiate in the next two years.
Focus only on interventions targeted at Barclays’ internal audiences (i.e. on staff, not on customers, regulators or investors). You may focus on one particular audience, such as the top management team, senior divisional managers (i.e. those responsible for business divisions, or support functions), or middle managers – but be explicit in your introduction that this is your intention.
Your recommendations must be substantial and detailed: it will not be enough to say ‘communicate with staff more’ (how, through what channels, saying what, when) or ‘train people in X’ (in what, how); change the pay system (how, to what, why).
You can build on Salz’s own recommendations (by providing detail on how they might be implemented), or offer alternative ‘OB’ interventions of your own. Feel free to be creative.
Your recommendations must be supported by theory and evidence as to why you would expect them to work.
Your recommendations must be focussed on ‘OB’ (i.e. changing the way staff think and act); you will lose marks for making recommendations on financial reporting or strategy, for example – unless the ‘OB’ implications of these changes are discussed in depth and detail. Again, our advice is to select 2-3 main interventions, and provide depth and detail on those, rather than trying to cover the entire Barclays system. That said, awareness of some system repercussions of your proposals will demonstrate sophisticated analysis.
(40 marks; approximately 850-900 words)
3. Produce a concluding statement summarising your personal reflections on what you have learned about ‘organisational behaviour’ (i.e. changing the way staff think and act) from this module. What will you take away from the module, to apply in your career?
(20 marks; approximately 200 words)
You do not need to use significant numbers of direct quotes from the Salz report, but you should provide page numbers for any Salz content you do reference. Other quotes can go in an Appendix (see instructions below). Cite from the Salz report as follows: ‘S’, followed by the page number (e.g “S: p213”). Similarly, if you use the Financial Times or New York Times, reference them ‘FT’ and ‘NYT’ respectively, but provide a reference for all articles cited.
Finally, you may investigate, through media reports and on the Barclays website, what the company has done, and is doing, in response, and offer your endorsement or critique of their existing change management efforts. If you do, provide citations for your sources, and do not claim as your own idea something Barclays is known to be doing.
Plan Structure for the report.
1. Introduction
2. Part 1 – what to change
List of problems that are internal environment to Barclays.
Search inside the report for the problem leadership, culture, pay.
Identify what the problem is and demonstrate what the problem is.
With reference to the theory – ? dependent on the analytical framework
eg B-L model.
• Explain it briefly concisely in detail. (200 word – Burke-Litwin Model), then apply it for example, my analysis is that the problems facing Barclays are this and for the following reasons….
• Provide enough evidence from the salz review that justifies the analysis of where the main problem is.
• According the the Burke-Litwin model they take a system view but the model present that there is root causes to the problem.
What are the root causes according to this model.
• Culture – why are they motivated in that way? Maybe it is the pay systems. Maybe it’s the way they are managed. Why are they managed in that way? why is their culture and pay systems structured in that way? Relate to the culture of the organisation.
At the end of the first part come up with an overall conclusion – the main root causes and problems of Barclays is…..secondary problems are this and account for other variables. Summarise that the root cause had knock on effects. (Link to Part 2)
850-900 words
3. Part 2 – How to change?
List two or Three interventions to change.
• Focus on particular interventions on what to change – if the the problem is the pay then look into the pay literature or culture or leadership literature to give the recommendations –
• Leadership – should opt for Transformational instead of Transactional
• Pay
850-900 words
4. Conclusion
5. Part 3 – Reflection of Module
Personal reflection to paraphrase
Overall in this module I have learnt that Organisational Behaviour is important in order to understand how individuals and groups behave in organisations. The professor drew from a variety of social science disciplines such as management, psychology, sociology, anthropology of which I enjoyed immensely because it allowed to apply the theoretical situation into real-life scenario whenever I read the newspaper or came across a business and aimed to understand as to why employees display different attitudes and patterns of behaviour in different organisational environments especially through the application of Burke-Litwin model. The content within the module that I will be forever imprinted in my own personal development and future carer is the topic of trust. I have learnt that trust is a big issue in today business world, since there are existent companies that have shown to have poor working relationships between employees and employers. It was not only through business examples but through personal university group work experience that I found my myself examining factors to distrusting colleagues and instead of terminating that relationship, challenge them as to what their problem was, whether they are motivated to continue and offer to repair in a hope that the relationship can rebuild itself. It made me wiser in understanding individuals personalities, motivation, decision making, repairing of trust and the way they engage with different styles of leaderships.
200 words total
6. Appendices

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