MOHAWK NATIONAL BANK

Question 1: How do you implement change in a bank?

In a traditional organization of Mohawk National Bank, the main problem is that there is no communication and cooperation between departments due to absence of a project manager, who could act as focal point for the integration work.
For solving their problem Mohawk National Bank is thinking to consider a new organizational structure: matrix organization.
The main obstacle of this project is the hostility at change of most of the employees.
For overcome this obstacle Bank top-managers have to find a Project Manager that can motivate and convince people that this change it is important and necessary for Bank’s business life.
The first step is to select the right people within the organization.
Looking carefully at the interviewed of the most competent employees it seems that nobody it is perfectly suitable for the project, so it is fundamental the support of top Management.
Top Management have to choose one of those in trial for some month and then decide if assigned him/her permanently to the position of Project Manager.

Question 2: What are some of the major reason why employees do not want to become project managers?

Banks are generally traditionalist and regimented, mainly due to strict rules, policies and procedures. Also employees have got similar characteristics: many of them have been in Mohawk Bank between 20 and 30 years and for this reason they will resist to change and fight the project all the time (e.g. Andrew Medina).
They won’t accept the new system until they see it works, so the biggest challenge is to convince the functional team members that the system will work.
Moreover there will be a shift in the balance of power and for this reason some managers are scared to loose their importance in the organization (e.g. Larry Foster).
Other employees are unsure