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A review, of the impact of the Global economic downturn on Leadership Styles and Culture within a large financial organisation

Keenan, Niamh (2013) A review, of the impact of the Global economic downturn on Leadership Styles and Culture within a large financial organisation. Undergraduate thesis, Dublin, National College of Ireland.

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Abstract

This research topic reviews how leadership styles have been affected by the global economic downturn and how they in turn have influenced the culture of their organisation as a result of this forced transformational change. The research suggests that senior management have become significantly aware that their management teams required different skills to manage the new transitioning groups and new culture within their financial institutions. Often the concept of culture within an organisation is realised by the leadership teams but not yet fully understood by them how they influence it.

Events of recent years have had a dramatic effect on team sizes and available resources, meaning that team management has become more challenging. Fundamental management styles haven’t changed. There appears to be a lot more arm around the shoulder conversations to help staff members who have felt the pressures of increased workloads in return for reduced pay and benefits.

To establish the findings of this research the author used a triangulation of qualitative and quantitative research. Leaders were interviewed and clerical level, were given questionnaires and then subsequently took part in focus groups.

This research finds that, as expected by the author, leaders have felt the change but have continued to ensure the job is completed. The focus and emphasis is heavily on the job rather than people. The environment is a culture of control and command whereas previously it was seen as a role culture based on reward so there were less limitations and restrictions, which in turn led to more business and more rewards.

The largest of all 3 institutions which have merged has become the dominant culture, affecting the wider organisational cultures that have joined. For some they have seen this as a negative culture with emphasis mainly on survival of their roles, being more engaged and proving their worth.

Item Type: Thesis (Undergraduate)
Subjects: H Social Sciences > HC Economic History and Conditions > Economic Recession
H Social Sciences > HG Finance > Financial Services
H Social Sciences > HM Sociology > Leadership
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Leadership

H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Organisational Behaviour > Organisational Culture
Divisions: School of Business > BA (Honours) in Human Resource Management
Depositing User: CAOIMHE NI MHAICIN
Date Deposited: 30 Nov 2013 10:58
Last Modified: 30 Nov 2013 10:58
URI: http://trap.ncirl.ie/id/eprint/918

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