As a finance manager, you must select the best option for your company's banking needs. If you have two options, one bank will use the service fee model and the other bank holding balance model, which would you choose? What other issues would you look at to select a bank with which to do business? What will you do to maintain a good relationship with the bank you choose? The Problematising Write-up is a 750-word document and is the second written component of the CAL Project. This write-up summarises how your workplace-based issue was problematised over the preceding weeks of this module and how the problematising process impacted the final statement of this issue as a workplace-based problem. This stage of problematising is an opportunity to reframe your present understanding of the workplace-based problem you identified initially by applying the literature and learning from the module, your Critical Literature Review, and Learning Set discussions to the problematising process. As a result of the problematising process, address the following in your write-up: • How has your workplace-based problem been redefined as a result of the problematising process? • How has your Critical Literature Review and other resources from the module supported your approach to solving your identified problem? • How have your desired outcomes, both organisationally and personally, evolved as a result of learning and Learning Set discussions in this module thus far? • How have the ideas and practices covered so far in this module influenced how you would go about understanding, resolving and implementing solutions to your work-based problem? • How will you move forward in the problem-solving process for your final CAL report? Refrences • Brockner, J. & James, E.H. (2008) 'Toward an understanding of when executives see crisis as opportunity', Journal of Applied Behavioral Science, 44 (1), pp.94–115. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Journal+of+Applied+Behavioral+Science&volume=44&issue=1&spage=94&date=2008 (Accessed: 08 May 2013) • Isabella, L.A. (1990) 'Evolving interpretations as a change unfolds: how managers construe key organizational events', Academy of Management Journal, 33 (1), pp.7–41. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+Journal&volume=33&issue=1&spage=7&date=1990 (Accessed: 08 May 2013) • Luscher, L.S. & Lewis, M.W. (2008) 'Organizational change and managerial sensemaking: working through paradox', Academy of Management Journal, 51 (2), pp.221–240. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+Journal&volume=51&issue=2&spage=221&date=2008 (Accessed: 08 May 2013) • Palmer, I. & Dunford, R. (2008) 'Organizational change and the importance of embedded assumptions', British Journal of Management, 19 (S1), pp.S20–S32. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=British+Journal+of+Management&volume=19&issue=s1&spage=s20&date=2008 (Accessed: 08 May 2013) • Carmeli, A. & Schaubroeck, J. (2008) 'Organisational crisis-preparedness: The importance of learning from failures', Long Range Planning: International Journal of Strategic Management, 41 (2), pp.177–196. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?genre=article&isbn=&issn=00246301&title=Long+Range+Planning&volume=41&issue=2&date=20080401&atitle=Organisational+Crisis-Preparedness%3a+The+Importance+of+Learning+from+Failures&aulast=Carmeli%2c+A.&spage=177&sid=EBSCO:ScienceDirect&pid (Accessed: 08 May 2013) • McConnell, A. & Drennan, L. (2006) 'Mission impossible? Planning and preparing for crisis', Journal of Contingencies & Crisis Management, 14 (2), pp.59–70. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Journal+of+Contingencies+%26+Crisis+Management&volume=14&issue=2&spage=59&date=2006 (Accessed: 08 May 2013) • Paraskevas, A. (2006) 'Crisis management or crisis response system?: A complexity science approach to organizational crises', Management Decision, 44 (7), pp.892–907. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Management+Decision&volume=44&issue=7&spage=892&date=2006 (Accessed: 08 May 2013) • Pearson, C.M. & Clair, J.A. (1998) 'Reframing crisis management', Academy of Management Review, 23 (1), pp.59–76. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+review&volume=23&issue=1&spage=59&date=1998 (Accessed: 08 May 2013) • Weick, K.E. (1988) 'Enacted sensemaking in crisis situations', Journal of Management Studies, 25 (4), pp.305–317. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Journal+of+Management+Studies&volume=25&issue=4&spage=305&date=1988 (Accessed: 08 May 2013) • Caldwell, R. (2003) 'Models of change agency: a fourfold classification', British Journal of Management, 14 (2), pp.131–142. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=British+Journal+of+Management&volume=14&issue=2&spage=131&date=2003 (Accessed: 08 May 2013) • Dooley K.J. (1997) 'A complex adaptive systems model of organizational change', Nonlinear Dynamics, Psychology, and Life Science, 1 (1), pp.69–97. • Gioia, D.A. & Chittipeddi, K. (1991) 'Sensemaking and sensegiving in strategic change initiation', Strategic Management Journal, 12 (6), pp.433–448. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Strategic+Management+Journal&volume=12&issue=6&spage=433&date=1991 (Accessed: 08 May 2013) • Van de Ven, A.H. & M.S. Poole (1995) 'Explaining development and change in organizations', Academy of Management Review, 20 (3), pp.510–540. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Academy+of+Management+Review&volume=20&issue=3&spage=510&date=1995 (Accessed: 08 May 2013) • Weick, K.E. & Quinn, R.E. (1999) 'Organizational change and development', Annual Review of Psychology, 50, pp.361–386. Available from: http://openurl.ac.uk.ezproxy.liv.ac.uk/?title=Annual+Review+of+Psychology&volume=50&issue=&spage=361&date=1999 (Accessed: 08 May 2013)