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The Contradiction of Business

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Submitted By LucyBlundell
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The Contradiction of Business
Background Information
First State Financial Services was the third largest banking institution in the state. It maintained an extensive branch and ATM network to service its diverse retail customer base. Even with First State’s size, though, the business success of the bank was extremely dependent upon the trends in the local economy. Two years of recession meant two years of poor loans, and First State fell into deep trouble. To limit and reduce overhead expenses, there were some extensive layoffs. A new executive management expected rapid, better results with fewer resources. Everyone at First State feared being fired even though the bank was inching back to improved profitability. There was still the pressure to “perform—or else.”
Lucy Winters managed the six-person Spring Hill Branch for First State. Spring Hill, fully equipped with an ATM and a freshly redesigned lobby, stood in the parking lot of a new suburban mall. The mall, anchored by a store from the largest grocery chain in the area, included about 20 different small retail stores. In addition, a major hospital was located just down the street, and a large manufacturing plant (with about 3,000 employees) was situated in a convenient, nearby industrial park. Many of the branch’s customers worked at those locations.
Lucy was promoted to her current job about 18 months ago. She had been serving as an Assistant Manager at another branch in the region until that time. During the past year and a half, Lucy had learned her job as a manager well. She enjoyed her work and did an effective job.
“I used to enjoy it, in any case,” she thought to herself. She was sitting at her desk at 6:00 p.m., looking at the night closing in. “I just wish I could leave here once before 5:30. These layoffs really hurt, the pressure is too great, and no one really cares whether I’m

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