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Prabandhan: Indian Journal of Management

ISSN: 0975-2854 Frequency: Monthly Peer Review: Double-blind Published since: 2008 Language: English
A publication of AMCPL
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Managing Change: A Case of National Bank

Open Access Original Article

Managing Change: A Case of National Bank

Girish Mainrai1

1 Chief Manager, Bank of India, Area Manager Office, Nikhil Kunj, In front of Forest Nursery Near Menaxi Square, Hoshangabad - 461 001, Madhya Pradesh

Volume 12
Issue 9
Pages 45–51
Year 2019
Received: Oct. 20, 2018 Accepted: Aug. 25, 2019 Published: Sept. 30, 2019
Abstract

National Bank, a public sector bank which is in its 65th year of existence, got its first MD & CEO from the private sector in the form of Mr. Bandyopadhyay as a part of policy changes introduced by the regulator. The new MD undertook a slew of measures under Project 'Transformation,' which included improving customer service, introduction of marketing, and revamping human resource policies. These measures intended for improving the position of the bank led to widespread dissatisfaction among the staff. The top management is now contemplating ways to reduce this dissatisfaction and make the project successful.

Keywords Customer Service Marketing Complaint Redressal Relationship Banking
How to Cite

Girish Mainrai (2019). Managing Change: A Case of National Bank. Prabandhan: Indian Journal of Management, 12(9), 45–51. https://doi.org/10.17010/pijom/2019/v12i9/147129

References
  1. Luthans, F., Luthans, B. C., & Luthans, K. W. (2015). Organizational behaviour: An evidence based approach (13th ed.). USA : IAP Information Age Publishing.
  2. Vohra, N., Robbins, S. P., & Judge, T. A. (2014). Organizational behaviour (15th ed.). USA : Pearson Education.
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