Date:- 26.09.

2017 Session 1

Date :- 10/10/2017 session 2

Lewis Change Model : - 3 steps

1. Unfreezing:- communication regarding the benefits of attendance sheets

2. Movement:- Driving force - Digital attendance sheet Better for environment, easier for
assistants, put names to faces, see total absences.
Restraining forces:- data lost, takes time, responsibility, cant record late or excused.

3. Refreezing :- the new changes should became a habit so it can be used for long term. And at the
same time support and encouragement should be receive d from the management. to ensure
the change is kept. The change stays permanent. The employees should not revert back to old
concepts of working after adapting the new one.

Date:- 31/10/2017 session 3

Date:- 7/11/2017 session 4

Actors are the individuals in the organization which are working for the organization.

Power is the asset or stake

The Actor :- what workers want from their job? Experience, career progression, exposure to
different work environment, to be in their own control rather than being control by anyone else. To
be in charge of the decision making.

Stake:- same as objective

Resources:- are nothing bit the assets what the company is having

Constraints:- not having a sales budget.

EDB Case Study.

Resources:-

1.Employees of EDB of smaller branches such as Branch Managers, Account Executives and Teller.

2. Large Branches:- Branch Manager, Deputy manager, Head Tellers and Tellers

3. More than 1000 sales outlets in Spain

Commercial Autonomy most important assets of account executives as customers are aware of
EDBs situation and trying to negotiate on their terms. So they think they want a single contact to
quickly respond to customers demand and as much as possible they avoid to participate the upper
level management in their sales relationships.
Positions Stakes Resources Constraints Strategy
NSM 1.Their objective to 1.Employees 1.Expected to 1.To keep good
(Regional implement recovery of EDB of make too many relationship with the
Mangers policies and other smaller changes from account executives
and development plan in to branches such Directors in too and make them
Group the management as Branch little time and at believe in the
Mangers) without any conflict. Managers, the same time recovery policies by
Account they have to do prior consultation.
2. To implement new Executives and their work and 2.To reward
policies and offers Teller. work on their Employees on
without harming 2.Large top priorities. Individual
customers satisfaction. Branches:- Time is the main performance as this
Branch constraint over will boost the morale
Manager, here of the Account
Deputy 2.Adaption of Executives
manager, new trend from
Head Tellers directors
and Tellers regarding
3.More than recovery policies
1000 sales and other
outlets in development is
Spain going to take
time
3.Not enough
Information from
Branch
Managers to
judge the
situation like,
what is
happening the
branches?

Branch 1. They want to 1.Customers 1.Difficult to 1. They just

Manger keep good and their access customer manage to
image of the Account portfolios and achieve the
branches in Executives commercial sales
front of the development objectives
customers 2. Availability possibilities. fixed at the
2. They dont of group and start of the
want to give regional 2. Cant discuss year.
the customers managers frankly with the 2. They should
the impression upper just avoid the
of lack of management client
communication that they are dissatisfaction
3. They dont hampered by the and the major
want to give autonomy of of upheavals.
the impression their account 3. To motivate
that EDB is executives the account
trying to because that will executives,
improve its result in spoiling they have to
health by their relationship be ahead of
climbing on with account the game or
customers back executives and to threaten
ending up in a them with
conflict situation. penalties
4. They should
3.Senior try to get co-
management operation
wants to get from account
things changed executives to
in a short span of avoid any
time, which is future
endangering the conflicts
branches.

4.Lack of
Information on
sales target of
account
executives.
Legal risk
Constraints to
imply some
penalties on
account
executives
regarding their
performance
(Social and
Unions
Complications)
5.Very
dependent on
account
executives
6.No Autonomy
7.Lack means of
action
8.Lack of
authority and
power on
account
executives
 9.No means to
analyze the
results of
account
executives

Account 1. Co-operating Commercial 1.Senior 1.To decide

Managers with each Autonomy Management themselves of what to
other. most and organization do/ because they
2. To please the important doesnt know what is best
customer assets of understand the suited for the
3. To reach the account problem which customer.
commercial executives. they are facing in 2.Avoid Involving
objectives. their daily work Upper management
4. Branch 2.They are in their sales
Managers getting landed Relationships.
availability, by multiple
help and trust. things at once
5. Independence and unable to
in dealing with perform
clients. everything and
6. Trust between this results in
themselves taking decisions
and customers. by themselves to
do what they
seem is most
important.
3. Backoffice is
too attached to
red tape and is
responsible of
some
administrative
misdirections.
4. There is no
prior
consultation
before
introducing new
priorities and
recovery
schemes or
administrative
requirements.
5.Disorganization
of the company
6. Customers are
more demanding
and difficult to
please as they
are aware of
EDBs situation
and try to
negotiate.
7. Too much
commercial
autonomy and
not concrete
rules which leads
Account
executives to sell
all and nothing