Please can you provide anwer to pictures 4.1 CASE STUDYMany Managers, Different StylesVanessa Mills was recently hired to work ata branch of Lakeshore Bank as a personalbanker. The branch is very busy and has alarge staff, including three on-site managers.As a new employee, Vanessa is trying to figureout how to succeed as a personal banker whilemeeting the expectations of her three verydifferent managers.Vanessa is paid a salary, but also receives acommission for activities including openingnew accounts and selling new services tocustomers such as credit cards, lines of credit.loans, and stock accounts. Personal bankersare expected to open a certain number ofaccounts each month and build relationshipswith customers by exploring their variousbanking needs and offering services to meetthose needs.Marion Woods is one of the managers atVanessa's branch. She has worked forLakeshore Bank for 10 years and pridesherself on the success of the branch. Marionopenly talks about employees' progress interms of the number of accounts openedor relationships established, and thencommends or scolds people depending ontheir productivity. Marion stresses to Vanessathe importance of following procedures andusing the scripts that Marion provides tosuccessfully convince customers to opennew accounts or accept new services with thebank.As a new banker, Vanessa has not openedmany accounts and feels very uncertain abouther competence. She is intimidated by Marion,believing that this manager is continuallywatching and evaluating her. Several timesMarion has publically criticized Vanessa,commenting on her shortcomings as a personalbanker. Vanessa tries hard to get her salesnumbers up so she can keep Marion off her back.Bruce Dexter, another manager at Vanessa'sbranch, has been with Lakeshore Bank for 14years. Bruce started out as a teller and workedhis way up to branch manager. As a manager,Bruce is responsible for holding the bank staff'sMonday morning meetings. At these staffmeetings, Bruce relays the current numbersfor new accounts as well as the target numberfor new accounts. He also lists the number ofnew relationships the personal bankers haveestablished. After the meetings, Bruce retreatsback into his office where he sits hidden behindhis computer monitor. He rarely interacts withothers. Vanessa likes when Bruce retreats intohis office because she does not have to worryabout having her performance scrutinized.However, sometimes when Vanessa is trying tohelp customers with a problem that falls outsideof her banking knowledge, she is stressedbecause Bruce does not provide her with anymanagerial support.The third manager at the branch is HeatherAtwood. Heather just started at Lakeshore (Continued)Bank within the last year, but worked for nineyears at another bank. Vanessa finds Heather tobe very helpful. She often pops in when Vanessais with a customer to introduce herself and makesure everything is going well. Heather also allowsVanessa to listen in when she calls disgruntledcustomers or customers with complicatedrequests, so Vanessa can learn how to managenese types of interactions. Heather trusts herstaff and enjoys seeing them grow, encouragingthem by organizing games to see who can openthe most accounts and offering helpful feedbackwhen customer interactions do not go asplanned. Vanessa is grateful for the advice andsupport she receives from Heather, and looks upto her because she is competent and kind.Vanessa is coming up on her three-monthreview and is very nervous that she might getfired based on her low sales record and thenegative feedback she has received fromBruce and Marion regarding her performance.Vanessa decides to talk to Heather abouther upcoming review and what to expect.Heather assures Vanessa that she is doingfine and shows promise even if her numbershave not reached that of a seasoned banker.Still, Vanessa is concerned about Bruceand Marion. She has hardly had more thantwo conversations with Bruce and feelsintimidated by Marion who, she perceives.manages by running around barking numbersat people.QUESTIONS1. Based on the assumptions of Theory X and Theory Y, how would you describe eachmanager's philosophy and style of leadership? In what way do their attitudes aboutVanessa affect their leadership?2. In this type of customer service setting, which leadership style would be most effective forthe bank to meet its goals? From the bank's perspective, which (if any) manager exhibits themost appropriate leadership? Discuss.3. What advice would you give to each of the managers to enhance their leadership skills withinthe bank?4. What do you think Vanessa can do to prepare herself for her three-month review?

Note: The answer has been framed in a generalized manner.Organizations use performance management as…

(Continued) Bank within the last year, but worked for nine years at another bank. Vanessa finds Heather to be very helpful. She often pops in when Vanessa is with a customer to introduce herself and make sure everything is going well. Heather also allows Vanessa to listen in when she calls disgruntled customers or customers with complicated requests, so Vanessa can learn how to manage nese types of interactions. Heather trusts her staff and enjoys seeing them grow, encouraging them by organizing games to see who can open the most accounts and offering helpful feedback when customer interactions do not go as planned. Vanessa is grateful for the advice and support she receives from Heather, and looks up to her because she is competent and kind. Vanessa is coming up on her three-month review and is very nervous that she might get fired based on her low sales record and the negative feedback she has received from Bruce and Marion regarding her performance. Vanessa decides to talk to Heather about her upcoming review and what to expect. Heather assures Vanessa that she is doing fine and shows promise even if her numbers have not reached that of a seasoned banker. Still, Vanessa is concerned about Bruce and Marion. She has hardly had more than two conversations with Bruce and feels intimidated by Marion who, she perceives, manages by running around barking numbers at people. QUESTIONS 1. Based on the assumptions of Theory X and Theory Y, how would you describe each manager's philosophy and style of leadership? In what way do their attitudes about Vanessa affect their leadership? 2. In this type of customer service setting, which leadership style would be most effective for the bank to meet its goals? From the bank's perspective, which (if any) manager exhibits the most appropriate leadership? Discuss. 3. What advice would you give to each of the managers to enhance their leadership skills within the bank? 4. What do you think Vanessa can do to prepare herself for her three-month review?