Case | HBS Case Collection | 1996 (Revised from original version)

First National City Bank Operating Group (A)

by Jay W. Lorsch
 

Abstract

Growth in the banking field has produced new demands on the "back office." Traditional management practices in check processing and paper handling operations have resulted in ten years of cost increases and quality loss. New manager of the operating group faces an action question--can he turn the back office into a production-oriented factory?

Keywords: Change Management; Transition; Banks and Banking; Management Practices and Processes; Managerial Roles; Production; Banking Industry;

Format: Print 15 pages Purchase

Citation:

Lorsch, Jay W. "First National City Bank Operating Group (A)." Harvard Business School Case 474-165, June 1996. (Revised from original March 1974 version.)

Related Work

  1. Case | HBS Case Collection | 1995 (Revised from original version)

    First National City Bank Operating Group (B)

    Jay W. Lorsch

    Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear, suspicion, and alienation in middle management. How to get the benefits of change without the unanticipated consequences?

    Keywords: Change Management; Transition; Banks and Banking; Management Practices and Processes; Managerial Roles; Production; Outcome or Result; Banking Industry;

    Citation:

    Lorsch, Jay W. "First National City Bank Operating Group (B)." Harvard Business School Case 474-166, June 1995. (Revised from original March 1974 version.)
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Jay W. Lorsch
Louis E. Kirstein Professor of Human Relations
Organizational Behavior

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