Cdbg Case Study

[pic 1]

Management 585 Case 1 Paper:

Transformation from Within:

The CDBG Case

Danh Duc Nguyen

        CWID#: 50137066        

Texas A&M-Commerce

In partial fulfillment of the requirements for MGT 594

Professor Lloyd M. Basham

September 25, 2015

Table of Contents

        Page        

ABTRACT        1

Overview        2

What would CDBG leadership take to sustain a positive culture and continuous improvement?        3

Should the team incorporate formal benchmarking of medium to large banks that had achieved outstanding ratings?        5

Should the CDBG leadership team put together a “strategic plan” for the group?        7

What other techniques, issues and questions should be considered?        7

CONCLUSION        11

REFERENCES        12

APPENDICES        13

APPENDIX A        14

APPENDIX B        15

ii

ABSTRACT

This paper identifies and analyzes issues and problems related to leadership of the Community Reinvestment Act (CRA) Department in the first two years of its transformation process. First, the paper gives a brief summary about the performance of CRA before it had a new leader. Then, a list of “early wins” the leadership team achieved will be shown. After that, each question at the end of the case will be analyzed and answered one by one, including how to sustain and improve the positive culture of the organization, should the team make a formal benchmarking of outstanding banks, do they need a “strategic plan”, as well as a list of challenges they have to face in the future and questions needed to be answered in order to proceed the transformation plan.

By referring from theories and previous research, this paper also gives a SWOT analysis and some alternatives for the CRA team to deal with issues they were facing in maintaining organizational culture and operation activities, as well as to help them enhance their performance, achieve their vision and get more success.

Overview

Paula Bryant-Ellis had an opportunity to challenge her leadership skill when she agreed to be the leader of the CRA Department that contributes to the overall strategy of BOK Financial Corporation (BOKF), the parent banking company. The CRA Department was facing a lot of trouble in operation and performance. It was not profitable and had not met BOKF’s expectations in serving community. Therefore, this department needed a total revamp to make it better.