Case Study-01 Rony had just finished his first week at Southeast Bank and on a holiday he decided to drive towards his local village for some fishing and relaxation. Rony had worked for the previous ten years for Bank Asia Limited, but Bank Asia had been through some hard times of late and had recently shut down several of its operating groups, including Rony's, to cut costs. Fortunately, Rony's experience and recommendations had made finding another position fairly easy. As he drove the interstate, he reflected on the past ten years and the apparent situation at Bank Asia. At Bank Asia, things had been great. Rony had been part of the team from day one. The job had met his personal goals and expectations perfectly, and Rony believed he had grown greatly as a person. His work was appreciated and recognized; he had received three promotions and many more pay increases. Rony had also liked the company itself. The firm was decentralized, allowing its manager's considerable autonomy and freedom. The corporate Culture was easygoing. Communication was open. It seemed that everyone knew what was going on at all times, and if you didn't know about something, it was easy to find out. The people had been another plus. Rony and three other managers went to lunch often and played golf every Saturday. They got along well both personally and professionally and truly worked together as a team. Their boss had been very supportive, giving them the help they needed but also staying out of the way and letting them work. When word about the shutdown came down, Rony was devastated. He was sure that nothing could replace Bank Asia. After the final closing was announced, he spent only a few weeks looking around before he found a comparable position at Southeast Bank. As Rony drove, he reflected that "comparable" probably was the wrong word. Indeed, Bank Asia and Southeast Bank were about as different as you could get. Top managers at Southeast apparently didn't worry too much about who did a good job and who didn't. They seemed to promote and reward people based on how long they had been there and how well they played the never-ending political games. Maybe this stemmed from the organization itself, Rony pondered. Southeast is a bigger organization than Bank Asia and was structured much more bureaucratically. It seemed that no one was allowed to make any sort of decision without getting three signatures from higher up. Those signatures, though, were hard to get. All the top managers usually were too busy to see anyone, and interoffice memos apparently had very low priority. Rony also had had some problems fitting in. His peers treated him with polite indifference. He sensed that a couple of them resented that he, an outsider, had been brought right in at their level after they had to work themselves up the ladder. On Tuesday he had asked two colleagues about playing golf on a holiday. They had politely declined, saying that they did not play often. But later in the week, he had overheard those making arrangements to play that very Saturday. It was at that point that Rony had decided to go fishing. As he steered his car off the interstate to get gas, he wondered if perhaps he had made a mistake in accepting the Southeast's offer without finding out more about what he was getting into.

Case Questions

1. Identify from the field of HRM what type of culture is followed in both the organizations that this case illustrates.

2 What advice can you give Rony? How would this advice be supported or tempered by HRM concepts and processes?

3 . Is it possible to find an "ideal" place to work? Explain your answer.

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