Journal articles on the topic 'Bank organizational structure'
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1
Bayraməli oğlu Əsgərli, İlqar. "Management and organizational structure of commercial banks." SCIENTIFIC WORK 79, no. 6 (June 17, 2022): 97–102. http://dx.doi.org/10.36719/2663-4619/79/97-102.
Abstract:
Kommersiya bankları depozit adı və başqa adlar altında böyük kütlələrdən vəsait toplayan, bu resurslardan kreditləşmə və digər maliyyə əməliyyatlarında istifadə edən, əməliyyatları daimi təqib kimi həyata keçirən, iqtisadiyyatda qeyri-materiallaşdırılmış pullar yaradan maliyyə qurumları kimi müəyyən etmək olar. Kommersiya bankları pul vəsaitlərini, istiqrazları, bank kapitalını və kreditləri qiymətləndirən və bu funksiyalar müqabilində gəlir əldə edən qurumlardır. Bu təriflərə əsasən, kommersiya bankçılığı ən ümumi mənada bütün kommersiya fəaliyyətlərində iştirak edən banklara aiddir. Açar sözlər: kommersiya, banklar, təşkilat, struktur, hesab əməliyyatları Ilgar Bayramali Asgarli Management and organizational structure of commercial banks Abstract Commercial banks can be defined as financial institutions that collect large sums of money under the guise of deposits and other names, use these resources in lending and other financial transactions, carry out operations as a constant harassment, and create intangible money in the economy. Commercial banks are institutions that value cash, bonds, bank capital and loans and earn income from these functions. According to these definitions, commercial banking in the most general sense refers to banks involved in all commercial activities. Key words: Commercial, banks, organization, structure, account operations
2
Eze, Sunday C., Adenike O. Bello, and Tolulope A. Adekola. "The Effects of Organizational Structure on the Performance of Organizations." European Journal of Business and Innovation Research 5, no. 6 (December 4, 2017): 46–62. http://dx.doi.org/10.37745/ejbir.vol5.no6.p46-62.2017.
Abstract:
An organization can be likened to a building whose strength is determined by the structure and frames which holds it. The structure is the manner in which interrelated elements (resources) are arranged so that the building can be stable, resist stress and it provides the right form. To this end, for the performance of an organization to be effective, it is important to understand the right manner in which interrelated elements (structure) in the specific organization is arranged. To measure the performance of the organization, dependent variables such as sales, profit, and customer satisfaction will be considered. Also, the study utilized independent variables centralization and formalization organizational structures. This is to show the effects of the dependent variables on the independent variable. The research adopted quantitative design and applied mono method which brought about numerical data generated from questionnaire administered. The population of this study comprises of all staff of Covenant Micro Finance Bank as well as the customers of the banks. Total sum of 354 sample size comprising of both employees (51) and customers (303) of Covenant Micro Finance Bank is the sample size. The propositions assumed for this study are that: there is no relationship between organizational centralization and organizational customer satisfaction, there is no relationship between organizational centralization and organizational profit, there is no relationship between organizational formalization and organizational customer satisfaction and that there is no relationship between organizational formalization and organizational profit. Also, among the secondary data collected are views of various management researchers. As a result of the primary and secondary data collected, the study recommends that organizations should adopt decentralization structure and reduce formalization in the work place.
3
Popov, Nikita K., and Tatiana V. Savchenko. "ORGANIZATIONAL MECHANISMS OF SETTLEMENT AND CASH SERVICES IN THE BANK." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 8/4, no. 139 (2023): 95–102. http://dx.doi.org/10.36871/ek.up.p.r.2023.08.04.012.
Abstract:
At the moment, being in the market of commercial banks, we are facing increasing competition. The study of the organization of cash services in the bank seems relevant, since most of the operations and settlement mechanisms of economic entities are carried out in a cashless manner through banking structures. The issue of choosing a banking structure in which an economic entity will be serviced at a suitable tariff is becoming increasingly important. The article presents the regulatory regulation in relation to cash services; the list of the main services included in the package of settlement and cash services has been formed. The main criteria for choosing a bank to connect a salary project are considered; the mechanisms for providing self-collection and acquiring services are analyzed. The strengths and weaknesses of the offered banking products are revealed.
4
Shodriani, Idzna Nur, and Khairina Nur Izzaty. "THE INFLUENCE OF STRATEGIC MANAGEMENT ACCOUNTING ASPECTS ON BANK PERFORMANCE." BALANCE: JOURNAL OF ISLAMIC ACCOUNTING 3, no. 2 (October 24, 2022): 102–23. http://dx.doi.org/10.21274/balance.v3i2.5639.
Abstract:
This research purpose to develop a broad conceptualization of strategic management accounting and examine the influence of aspects of strategic management accounting on organizational performance at commercial banks and BPR in Kota Tegal. This type of research is quantitative and the data analysis uses SPSS ( Statistical Product and Service Solutions ) 25. The sampel of this research is the head of the office leadership of commercial bank and BPR in Kota Tegal. The result of this research indicate that organizational structure and organizational climate hanve a positive effect on organizational performance while organizational resources and information system have no effect on organizational performance.
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Nwanyanwu, Dennis, Kevin Njoku, and Emeka Nkoro. "Mock Bank practices and employee performance in the banking sector." International Journal of Business Ecosystem & Strategy (2687-2293) 1, no. 3 (July 1, 2019): 1–9. http://dx.doi.org/10.36096/ijbes.v1i3.280.
Abstract:
The practice of mock bank is an institutional arrangement to expose potential bankers to basic rudiments of banking operations with the ultimate aim of increasing the profitability of the organization through employee performance. This study assessed the impact of mock bank practices on employee performance in the banking sector as a panacea for repositioning the Nigerian economy with a specific focus on Union Bank Plc. The objective is to examine the contributions of operational experience to staff, ascertain the impact of professional ethics on commercial banks in Nigeria and identify the contributions of knowledge of organizational structure on the operations of commercial banks. T-statistics was used to test the three hypotheses. Results showed that there is a significant relationship between experienced, knowledge of job ethics, and organizational structure by employees before recruitment and performance at the workplace when compared to those recruited before training. Further results revealed that employees that had mock bank experiences perform better with less supervision. It was recommended that reinforcement of mock bank practices in tertiary institutions in Nigeria and allotment of higher credit units to mock bank practice should be encouraged.
6
Budiman, Asep. "Transformational Leadership, Organizational Culture, Organizational Commitment, and Employee Performance of Local Government-Owned Banks in West Java Indonesia." Saudi Journal of Business and Management Studies 7, no. 9 (November 8, 2022): 250–56. http://dx.doi.org/10.36348/sjbms.2022.v07i09.002.
Abstract:
Employee performance is a factor that will determine the success of a business entity at a regional government-owned bank (BPR). So it is essential to maintain employee performance so that the business continues to run according to its objectives. Usually, one factor that determines employee performance is the result of local government policies so that operations become more rigid. Therefore, this study aims to determine the factors that influence the performance of local government-owned bank employees, including transformational leadership, organizational culture, and organizational commitment. This research was conducted on employees of local government-owned banks in West Java as many as 270 people spread throughout BPR. The analysis used is the Equation Model Structure with SMART PLS analysis tool. The results showed that transformational leadership is important in improving bank employee performance. statistics show a positive and significant influence. Then organizational culture is also a positive influence on employee performance. In addition, employee commitment is also another variable that has a positive effect on employee performance.
7
Adeleye, Ifedapo. "First Bank of Nigeria: Restructuring for High Performance." South Asian Journal of Business and Management Cases 2, no. 1 (June 2013): 51–60. http://dx.doi.org/10.1177/2277977913480658.
Abstract:
Stephen Onasanya had successfully steered First Bank through a three-year period of accelerated corporate transformation and growth, as the institution emerged from the global financial crisis of 2008. At the core of the bank’s transformation lay a new organizational structure. In 2010 the bank had transitioned from a geography-based to a customer-based organizational structure, and redesigned its nationwide coverage and deployment model to align with the new organization. In August 2012, it was apparent that the restructuring had been successful. Apart from the impressive financial results the bank had posted, significant progress had been made on many non-financial measures, including customer satisfaction. Nevertheless, Onasanya was not completely satisfied. He wondered what more could be done to make the new organizational structure deliver even better results, and help realize the bank’s ambitious vision of becoming Nigeria’s bank of first choice.
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Ghaedi, Zinat, Abdolali Keshtegar, and Mohammad Ghasemi. "Impact of Knowledge Management on Success of Customer Relationship Management (Staff, Leadership, Organizational Structure)." Modern Applied Science 10, no. 3 (February 25, 2016): 142. http://dx.doi.org/10.5539/mas.v10n3p142.
Abstract:
<p>The aim of this study was to analyze the impact of knowledge management on success of customer relationship<br />management: mediating impacts of organizational factors (staffs, leadership, organizational structure) in capital<br />bank by descriptive-correlation method. Accordingly, to measure knowledge management, the Fang and Choai<br />(2009) questionnaire was applied, to evaluate organizational variables (staffs, leadership, organizational<br />structure), Greve & Albers (2006) questionnaire was used and to assess technology of customer relationship<br />management, Chang et al (2006) questionnaire was employed and regarding success of customer relationship<br />management, Bang (2005) and Chen and Chung (2004) questionnaires were used. The population of this study<br />included all staffs of capital bank in Tehran city that were 642 staffs which based on Cochran formula, 240 staffs<br />were selected by cluster sampling. To analyze data, Pearson correlation test and structural equation model were<br />employed by using SPSS and AMOS software. The obtained results of this study indicated that the knowledge<br />management affected significantly on organizational factors (staffs, leadership, organizational structure).<br />Furthermore, the technology of interaction management affected significantly on success of customer<br />relationship management and also technology of customer relationship management influenced significantly on<br />organizational factors (staffs, leadership, organizational structure). Organizational factors (staffs, leadership,<br />organizational structure) affected significantly on success of customer relationship management. The findings of<br />this study showed that the knowledge management did not affect significantly on success of customer<br />relationship management. Technology of customer relationship management by mediating variable of<br />organizational factors did not affect significantly on success of customer relationship management.</p>
9
Hunter, William C., and Stephen G. Timme. "Technical Change, Organizational Form, and the Structure of Bank Production." Journal of Money, Credit and Banking 18, no. 2 (May 1986): 152. http://dx.doi.org/10.2307/1992199.
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Shehadeh, Hazem Khaled, and Mohammed Abed Hussein Al Taee. "Organizational Ambidexterity and Its Impact on Organizational Citizenship Behavior: A Case Study in Islamic International Arab Bank in Amman City-Jordan." Academic Journal of Interdisciplinary Studies 11, no. 4 (July 5, 2022): 270. http://dx.doi.org/10.36941/ajis-2022-0115.
Abstract:
Organizational Citizenship Behavior (OCB) is one of the most significant topics, because of its great impact on the success of organizations. Organizational Ambidexterity (OA) refers to the ability of organizations to explore new ideas that meet different needs and trends of beneficiaries. Consequently, this research aims to find out organizational ambidexterity's impact on organizational citizenship behavior among employees in Islamic international Arab Bank, Amman – Jordan Branch. The comprehensive survey includes 190 employees. About (38) questionnaires were unanswered and not returned, which represents (20%) of all questionnaires. (152) respondents answered the questionnaire. Results indicated that there is a statistical impact of Organizational Ambidexterity (exploration, exploitation, and flexible organizational structure) on Organizational citizenship behavior among employees in the Islamic International Arab Bank in Amman (IIAB). In light of the results, a set of recommendations were formulated. The study likewise recommended that the capacity of a bank to effectively exploit its present activities and explore new opportunities should be strengthened by adapting existing organizational skills and resources, merging and reconfiguring them, and at the same time developing new capabilities. In addition to, designing specific instruments that allow banks to accomplish separate subunits successfully, especially for many activities: "exploration and exploitation".
Received: 25 March 2022 / Accepted: 13 June 2022 / Published: 5 July 2022
11
Efiong, Awatt Christiana, Ikpeme Bennyta Bassey, Bassey Ekpeyong Okon, and Michael Michael Nkanta. "Organizational Structure and Employee Productivity: PPMC Approach." Frontiers in Management Science 2, no. 6 (December 2023): 7–11. http://dx.doi.org/10.56397/fms.2023.12.02.
Abstract:
The aim of the study was to examine the relationship between top level structure and employee productivity, and the relationship between low level structure and employee productivity. Data for this study were gathered from primary and through the use of structured questionnaire from respondents of the organization in Calabar, Cross River State. Pearson Product Moment Correlation analysis was used to measure the relationship between variables tested in the study. Based on the analysis, the major findings are summarized as follows: there was a significant relationship between top level structure and employee productivity, and there was a significant relationship between low level structure and employee productivity in First bank, Nigeria. The study concluded that organizational structure positively affected employee productivity. In line with the findings of this study, the following are recommended; organization should implement system of task and reporting relationships that will control, coordinate, and motivate employees so that they cooperate to achieve an organization’s goal. Also recommended that organizational structure needs to be continuously inter-linked in order to achieve desired results. The structure should be based on the overall strategy, which drives the policies and procedures of an organization.
12
Bidabad, Bijan, Roohollah Mohammadi, and Mahshid Sherafati. "Organizational Design and Rules in Rastin Profit and Loss Sharing Banking." International Journal of Small and Medium Enterprises 2, no. 1 (June 15, 2019): 9–21. http://dx.doi.org/10.46281/ijsmes.v2i1.320.
Abstract:
Purpose: This paper aims to explain the organizational structure of Rastin Profit and Loss Sharing (PLS) Banking. Rastin Banking is a full Islamic Banking System with all necessary parts for banking operations that can be installed in conventional and Islamic banks both.
Design: Rastin Banking complies with the nature of the financial intermediary activity (the partnership of depositor in the yields of the fund receiver via the bank). To fulfill this goal, particular organizational structure, accompanying with instruments and workflow are defined.
Findings: To handle Rastin Banking, particular theoretical and operational regulatory frameworks should be defined to fulfill the participation operations. In this paper, we will have a look at the necessary organizational structure to setup Rastin Banking.
Research limitations: This plan was formed and tested in Bank Melli Iran in order to propose a model for other banks as well.
Practical implications: In this system, the investment return of the participation is distributed to the parties of the financial partnership (depositor, entrepreneur, and bank), and it is done by eliminating fixed interest rate, and it is based on the real economy profit (return) of the activity.
Social implications: Rastin Banking can lead to important positive effects on growth and economic welfare through money and capital markets. Interest rate as an essential factor in conventional banking is not usable in Islamic banking and other similar institutions that work based on partnership, such as mutual funds and saving and loan associations.
Originality/value: Approach of this system is entirely different from conventional banking. In addition to removing usury in banking activities, Rastin Banking uses the best practical ethic finance to creating safe and public confidence environment for banking operations.
Article Type: Technical paper
13
Mai Phuong Duong, Thi, and Van Dan Dang. "Market structure and bank performance: A comprehensive picture of Vietnam." Banks and Bank Systems 18, no. 3 (August 11, 2023): 74–86. http://dx.doi.org/10.21511/bbs.18(3).2023.07.
Abstract:
In the context of the fact that the structure of the Vietnamese banking market has undergone many fluctuations, which has had an impact on banking activities, and the fact that many related studies have been carried out, but the answer is still limited and inconsistent, it is necessary to study the impact of the market structure on banking operations in Vietnam. The paper comprehensively examines the impact of market structure on various aspects of bank performance in Vietnam. The study uses three measures of the structure of the banking industry, namely, the total market share of the largest banks, the squared market share of all banks according to the Herfindahl-Hirshchman index, and the Lerner index on market power (inverse bank competition), to ensure the results are not dependent on any specific measure. The paper applies the two-step system generalized method of moments estimator to conduct regression analysis for a sample of 30 banks from 2007 to 2021. All obtained estimates generally show positive effects on bank performance due to greater market power and higher banking concentration. Concretely, more market power and greater concentration improve bank asset quality, management efficiency, bank profitability, and lending capacity. Overall, the findings of this paper all support the bright side of less competition and more concentration, which is essential to derive policy implications related to supervising competitive environments and stimulating consolidated financial systems. AcknowledgmentThis study is part of Thi Mai Phuong Duong’s PhD dissertation at the Ho Chi Minh University of Banking under the supervision of Van Dan Dang.
14
Jacob, Nina. "Organizational Structure and Crosscultural Management: The Case of Credit Suisse's Project Copernicus in Singapore." Vikalpa: The Journal for Decision Makers 32, no. 4 (October 2007): 63–74. http://dx.doi.org/10.1177/0256090920070405.
Abstract:
This paper explores the linkage between organizational structure and cross-cultural management. It suggests that a fluid and continuously evolving structure enables effective crosscultural management. In support of this proposition, the paper reports on the experience of one of the world's largest financial services corporations – a Swiss Bank. The bank adopted a different type of organizational structure for one of its units. This new structure was different from the traditional bureaucracy it had used throughout the 150 years of its existence. It was observed to be an emergent structure, evolving in response to the stimulants provided by its various cultural constituents. It was also flexible, allowing it to assimilate when necessary, the inputs provided by its diverse cultural constituents, and discard when necessary, the structural features which no longer served any useful purpose. This paper discusses and analyses the experience of Credit Suisse Private Banking's Project Copernicus in Singapore, (October 2000 – December 2001). The principal findings of this paper are: Traditional modes of organizational structure are not appropriate for the management of diversity. Fluid and amorphous organizational structures provide the context within which crosscultural management can be effected. There is a symbiotic relationship between organizational structure and organizational members' cultural heritage. The author had earlier highlighted (2005) the fact that current cross-cultural management research emphasises the need for multiculturalism. Multiculturalism is the management of subcultures within an entity like the nation-state. Organizational structures need to be designed keeping in mind the dynamics of interacting sub-cultures within a multicultural organization. An analysis of the case study embedded in this paper reveals that cross-cultural management is facilitated by: The co-evolution of organizational structure and management practices. In other words, organizational structure need not be durable as has traditionally been the case. Additionally, it need not precede the creation and operationalization of management practices. Allowing individual members' cultural heritage to influence the evolving nature of organizational structure. Thus a manager entering a multicultural organization would try and align himself⁄herself with the existing structure. Co-terminously, he⁄she would impact on the structure's design. The impact would have cultural underpinnings. Enacting an organizational structure that overtly takes into account the cultural conditioning of individual members. Thus two managers from different cultures experiencing difficulty in interacting with each other may both have to adapt and change in order to sresolve discord as well as to find a fit with the organization. Meanwhile, the amorphous nature of the organizational structure makes possible the improvisation that accompanies managers' attempts to find a fit.
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Chotivanich, Piyakanit, and Irada Phorncharoen. "The mediator role of knowledge management and innovative capability affecting firm performance among commercial banks in Thailand." Asian Economic and Financial Review 13, no. 2 (February 6, 2023): 148–61. http://dx.doi.org/10.55493/5002.v13i2.4718.
Abstract:
Firm performance is the ultimate concern among stakeholders. The research objectives are two-fold—to determine the mediator role of knowledge management and innovative capability in driving performance among commercial banks in Thailand, and to provide recommendations and contributions based on the relevant findings. The sample comprising 600 bank officers from the six biggest commercial banks in Thailand was selected using the multi-stage sampling method. A questionnaire was used as the data collection tool and the data were analyzed via structural equation modeling (SEM). The empirically collected data generates a fit conceptual model (x2/df = 1.179, p = 0.116, GFI = 0.976, AGF = 0.951, CFI = 0.978, NFI = 0.970, and RMSEA = 0.011). In the findings, organizational structure, organizational strategy, intellectual capital, innovative capability, and knowledge management have a direct influence on firm performance (p < 0.05). Knowledge management and innovative capability were found to be mediators in the paths of organizational structure, organizational culture, intellectual capital, and firm performance (p < 0.05).
16
Liu, Hongcheng, Yang Zhu, and Wenxia Ding. "Research on the Key Problems of Credit Bank System Construction in Vocational Education." Advances in Education, Humanities and Social Science Research 4, no. 1 (March 13, 2023): 228. http://dx.doi.org/10.56028/aehssr.4.1.228.2023.
Abstract:
The construction of credit bank system in vocational education is a systematic and complex work, which requires us to solve three key problems: defining the operating mechanism, improving the organizational structure, and building a supporting platform. Only by solving the three problems and removing the barriers at the ideological, organizational and technical levels can we ensure the efficient implementation of the credit bank system in vocational education.
17
Ropo, Arja, and James G. (Jerry) Hunt. "Entrepreneurial Processes as Virtuous and Vicious Spirals in a Changing Opportunity Structure: A Paradoxical Perspective." Entrepreneurship Theory and Practice 19, no. 3 (April 1995): 91–111. http://dx.doi.org/10.1177/104225879501900307.
Abstract:
We develop the beginnings of a grounded theory of entrepreneurship based on the idea that entrepreneurship, in terms of a changing opportunity structure–-consisting of opportunity detection, opportunity facilitation and motivation to pursue opportunity–-can be viewed through a paradoxical perspective that considers the interplay of organizational and individual capabilities as virtuous and vicious spirals across time. The virtuous spiral led toward successful change because of supportive organizational and individual capabilities across time. The vicious spiral led away from successful change because of countervailing organizational and individual capabilities. Paradoxically, however, we found that entrepreneurship developed in both types of spirals. We discuss these points based on two case studies of Finnish banks and bank managers within the fundamentally changing opportunity structure of the banking business in the late 1980s.
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Nisha and Rekha Rani. "Co-operative Banks - A Helping Hands for Small and Medium Entrepreneurs in Saharanpur District." Integrated Journal for Research in Arts and Humanities 4, no. 2 (March 5, 2024): 20–28. http://dx.doi.org/10.55544/ijrah.4.2.3.
Abstract:
Co-operative banks are more structured compared to credit associations. While local branches of cooperative banks can pick their own leaders and manage their own tasks, big decisions need to be approved by a main office. Credit associations frequently exercise significant local fundamental leadership, but by joining forces, they can share back-office functions including access to the global payments system. This essay provides background information on cooperative banks and small bank groups. Co-operative banks have more information available than "little establishments" as a whole cooperative banking systems exhibit greater organizational structure compared to credit association systems. Local branches of cooperative banks have autonomy in selecting their executive candidates and managing their operations. Small and medium enterprises (SMEs) encounter unique challenges in their development compared to large enterprises. The competitive market environment demands that SMEs adapt to the survival-of-the-fittest dynamics inherent in a market economy. In essence, this translates to a competition for human resources, making staff training a crucial method for SMEs aiming at long-term, stable development. Staff training serves as a fundamental approach to elevate the quality of human resources within SMEs. The paper provides background information on cooperative banks and small bank groups, highlighting their organizational structure and decision-making processes. It emphasizes the importance of staff training in small and medium enterprises (SMEs) for long-term, stable development, as it enhances the quality of human resources and improves overall productivity and competitiveness. The paper discusses the role of corporate culture in SMEs, stating that cultivating a positive corporate culture can enhance cohesion, employee loyalty, motivation, and job satisfaction, ultimately fostering productivity and innovative outcomes. It also highlights that a strong corporate culture can be a unique selling proposition for SMEs in attracting and retaining top talent. Additionally, the paper mentions the significance of cooperative banks in rural financing and their growing activity in metropolitan areas, contributing to the local economy and employment generation.
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Yusriadi, Yusriadi, Ybnu T. Muhammad, Ansar, and Umi Farida. "Governance of Waste in Indonesia: Implementing Policies and Role of Local Authorities." Journal of Indonesian Scholars for Social Research 3, no. 2 (July 27, 2023): 124–29. http://dx.doi.org/10.59065/jissr.v3i2.123.
Abstract:
This research scrutinizes the array of strategies deployed in managing waste banks across Indonesia, highlighting the nation's efforts to tackle the growing challenge of waste management. By analyzing data from existing literature and documentary sources, the study aims to understand how waste banks operate within the Indonesian context thoroughly. It reveals that the success of these waste banks varies significantly across different regions, pointing to a complex interplay of factors influencing their effectiveness. The findings of this research are particularly revealing, uncovering three main factors that influence the effectiveness of waste bank management: the availability of human and financial resources, the quality of organizational communication, and the organization's overall structure. These factors are crucial in determining how well waste banks function. Regions with adequate resources and efficient communication channels better manage waste effectively.
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Heorhiadi, Nelli, Oleksiy Druhov, Roksolana Vilhutska, Mariana Bets, Andrii Stoianovskyi, and Mateusz Folwarski. "Organizational development in banks management systems." Banks and Bank Systems 13, no. 3 (July 18, 2018): 1–11. http://dx.doi.org/10.21511/bbs.13(3).2018.01.
Abstract:
Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.
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Olanrewaju, Lawal Ibrahim, Thea Van Der Westhuizen, and Olusegun Matthew Awotunde. "Organizational Cultural Practices and Employee Efficiency among Selected Nigerian Commercial Banks." Journal of Economics and Behavioral Studies 11, no. 3(J) (July 18, 2019): 1–9. http://dx.doi.org/10.22610/jebs.v11i3(j).2864.
Abstract:
The study examined the relationship between organizational culture and employee efficiency among commercial banks in Nigeria. Primary data was gathered by means of a self administered questionnaire. to select 223 respondents using simple random sampling technique, and out of which 218 were retrieved. the Statistical Package for the Social Sciences (SPSSS) was adopted to analyze collected data. The findings revealed that organizational processes and structures were significant predictors of employee efficiency. As a result, the staff’s familiarity with the organizational processes and structure, their efficiency levels. Arising from these findings, it is recommended that all bank employees should become familiar with and committed to the corporate culture. Appropriate incentives should be offered to employees. These should not be restricted to monetary rewards, but should include recognition of their performance and present opportunities to achieve individual goals and aspirations. Finally, both managers and employees should receive training to enhance efficiency.
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Anggraini, Riska Maulida, and Saladin Ghalib. "Pengaruh Struktur Organisasi Terhadap Inovasi Perusahaan PT. Bank BRI Syariah Kantor Cabang Banjarmasin." Jurnal Bisnis dan Pembangunan 12, no. 2 (December 6, 2023): 68. http://dx.doi.org/10.20527/jbp.v12i2.17976.
Abstract:
The purpose of this study was to determine the effect of organizational structure on innovation at the branch office of PT. BRI Syariah Banjarmasin. Innovation is recognized as one of the keys to success in an organization, but an innovation will not run well if there is no regulation from the organization, so that innovation is closely related to organizational structure. The variable used in this study is the organizational structure with 3 dimensions: complexity, formalization, and centralization, while the innovation variable has 2 dimensions: the initiation stage and the implementation stage. This study uses a quantitative approach with a total sample of 100 employees of BRIsyariah Banjarmasin. Data collection techniques used primary and secondary data, and were analyzed using the Amos 22 SEM application. Based on the results of the analysis, it was found that complexity had a partial and significant effect on initiation, complexity had no partial and significant effect on implementation, formalization had a partial and significant effect on the initiation stage. , formalization does not have a partial and significant effect on implementation, centralization has a partial and significant effect on initiation and centralization has a partial and significant effect on implementation Keywords: Organizational structure, innovation, complexity, formalization, initiation, implementation
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Oktaviana, Ulfi Kartika, and Titis Miranti. "Factors Affecting Financial Stability of Sharia Banks in Indonesia." Shirkah: Journal of Economics and Business 9, no. 2 (March 15, 2024): 213–28. http://dx.doi.org/10.22515/shirkah.v9i2.563.
Abstract:
To ensure the financial stability of Indonesian banks, especially Sharia banks, it is essential to focus on various factors and elements. This study investigates the endogenous and exogenous factors influencing the financial stability of Sharia banks in Indonesia. The study utilized data from the annual financial statements of Sharia banks in Indonesia spanning from 2010 to 2021. Panel data regression served as the analytical tool for the research. The findings indicate that the stability of Sharia commercial banks in Indonesia is influenced by both capital structure and credit risk. Financial leverage also affects sharia bank’s financial stability. While ownership distinguishes a bank in terms of organizational structure, it does not necessarily guarantee stability. Islamic commercial banks remain stable amid the COVID-19 pandemic, showing no significant impact on their overall stability. These findings will enhance bank understanding of the risks faced by banks and form the basis for new regulatory efforts to strengthen overall risk management, including liquidity risk and credit risk.
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Aivazian, Varouj A., Jiaping Qiu, and Mohammad M. Rahaman. "Bank loan contracting and corporate diversification: Does organizational structure matter to lenders?" Journal of Financial Intermediation 24, no. 2 (April 2015): 252–82. http://dx.doi.org/10.1016/j.jfi.2015.02.002.
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Danisewicz, Piotr, Dennis Reinhardt, and Rhiannon Sowerbutts. "On a tight leash: Does bank organizational structure matter for macroprudential spillovers?" Journal of International Economics 109 (November 2017): 174–94. http://dx.doi.org/10.1016/j.jinteco.2017.09.004.
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Tomashuk, Inna, and Iryna Tomashuk. "THEORETICAL AND ORGANIZATIONAL ASPECTS OF THE MECHANISM OF LENDING TO AGRICULTURAL ENTERPRISES." Economic discourse, no. 3-4 (December 30, 2021): 64–78. http://dx.doi.org/10.36742/2410-0919-2021-2-7.
Abstract:
Introduction. Bank lending to farmers remain one of the most important issues that need in-depth research and improvement, as the problem of lack of working capital and relatively low efficiency of production and economic activities of agricultural enterprises is only exacerbated. An effective system of bank lending is able to solve this problem. Methods. In the process of research a number of methods were used: abstract and logical - to determine the essence of the concept, structure and elemental composition of the credit mechanism of agriculture; methods of comparative analysis and synthesis - for study modern aspects of the organization of bank lending to agricultural enterprises; monographic - for identifying and systematizing specific features of the organization of the credit process in the agricultural sector of the economy; structural-functional approach – to form a conceptual vision of the credit mechanism of the agro-industrial complex and its institutional support; graphic - to illustrate and systematize the results of the study; method of analysis of hierarchies - to substantiate the criterion hierarchical system of choice by the borrower of a banking institution. Results. Theoretical views on the essence, structure and elemental composition of the credit mechanism of agro-industrial complex are systematized. The author's vision of the essence of the credit mechanism of agro-industrial complex is formulated, the structuring of its priority elemental components is offered. The algorithm of relations and interactions between the lender and the borrower as subjects of crediting is systematized. The specifics of the bank's credit policy in relation to agricultural enterprises are identified and the range of credit products for financing their working capital and investment is analysed. The directions of increase of efficiency of cooperation of banks with agrarians in the field of crediting are offered. Discussion. The obtained results of the research can be used by the bodies of branch management of the agrarian sector of the economy, as well as by banking institutions in the development of measures and directions for optimization and improvement of lending to agricultural enterprises. Prospects for further research are systematization and refinement of methodological aspects of assessing the impact of bank lending on agricultural security of the state, as well as testing methods of economic and mathematical modelling to assess the impact of bank lending to agricultural enterprises on the gross product of the agricultural sector and GDP. Keywords: credit mechanism; credit process; credit relations; bank credit; risk; creditor; the borrower; credit product; state support.
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Krasniqi, Sokol, Leonora Rudhani Haliti, and Ismail Mehmeti. "Implementing organizational ethics as a change process in banks: A case study Bank for Business." Bussecon Review of Social Sciences (2687-2285) 4, no. 1 (April 9, 2022): 11–22. http://dx.doi.org/10.36096/brss.v4i1.328.
Abstract:
This paper aims to address the effects of organizational change as one of the key issues in management ethics today. The paper is based on the deductive and inductive approaches. The comparability analysis of the data was done with the application software for statistical analysis SPSS as a tool for data entry, organizing the entry of received data through which the similarities and differences between the different variables in relation to the purpose of the research are applied. This paper highlights that organizational ethics comprises the guidelines on how an organization responds to the external environment. The main implications of the paper: (i) Cultural changes are the factor that is usually not taken seriously during the changes that occur in the Bank, therefore the organizational structure created in the institution has determined the need for that culture to change in accordance with new changes so that the staff of the organization is in line with those changes; (ii) better change management skills are not only desirable, but they are also necessary for achieving vital improvements in the Bank; (iii) Ensuring that all staff members are informed of what changes will be made by management is a kind of "selling" of the changes through good and regular communication to the audience within the Bank
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Majewski, Kamil. "COMPLIANCE RISK MANAGEMENT IN THE BANK AFTER THE CHANGES FROM 2017 IN POLAND." Roczniki Administracji i Prawa 1, no. XIX (June 30, 2019): 187–93. http://dx.doi.org/10.5604/01.3001.0013.3591.
Abstract:
The compliance organizational unit, in a legal environment dictated by changes to the regulations of 2017, is a key organizational unit in the bank’s organizational structure, which has been assigned tasks related to the broadly understood risk compliance management. For the proper functioning of compliance organizational unit, it was guaranteed its proper location and the status of the head of the compliance organizational unit and employees performing these tasks. In contrast, the compliance risk management process, understood from 2017 as a set of specific elements and tasks (identification, assessment, control, monitoring and reporting), is one of the key processes that make up the bank’s risk management system.
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Momani, Bessma, and Samantha St. Amand. "Best Practices in Central Bank Organizational Culture, Learning and Structure: The Case of the Moroccan Central Bank." Economic Notes 44, no. 3 (August 11, 2015): 449–82. http://dx.doi.org/10.1111/ecno.12044.
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Lu, Wenling, and David A. Whidbee. "US bank failure and bailout during the financial crisis." Journal of Financial Economic Policy 8, no. 3 (August 1, 2016): 316–47. http://dx.doi.org/10.1108/jfep-02-2016-0011.
Abstract:
Purpose This paper aims to examine the characteristics of banks that were the target of intervention in the form of bailout or failure during the financial crisis and, of those subjected to intervention, what characteristics distinguish those that received bailout funds from those that were deemed failures. Design/methodology/approach The study estimates a series of logit regressions in an effort to identify the causes of regulatory intervention while controlling for bank-level characteristics and the economic and regulatory environment. Findings The empirical results indicate that many of the same characteristics associated with banks receiving bailout funds are similar to the characteristics associated with failed banks. However, non-performing loans increased the likelihood of failure, but reduced the likelihood of a bank receiving Capital Purchase Program (CPP) funds, suggesting that regulatory authorities discriminated in their use of CPP funds based on the quality of a bank’s asset portfolio. Further, those banks located in states with limits on de novo branching and those banks that are part of a multi-bank holding company structure were less likely to fail but were more likely to receive CPP funds. Originality/value This paper provides a comprehensive analysis of regulatory intervention in the banking industry during the late 2000s financial crisis and the impact of different banking organizational structures, economic circumstances, and financial fragility on the likelihood of a bank failing or receiving bailout funds.
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Gorbik, K. А. "Activities of the Azov-Don Commercial Bank in the Russian Empire." IZVESTIYA VUZOV SEVERO-KAVKAZSKII REGION SOCIAL SCIENCE, no. 3 (207) (October 19, 2020): 45–49. http://dx.doi.org/10.18522/2687-0770-2020-3-45-49.
Abstract:
The great reforms of Alexander II contributed to the development of a network of state and non-state bank-ing institutions. Non-state credit organizations such as commercial banks not only lent to different sectors of the domestic economy, but also brought financial dividends to the holders of their shares. Commercial banks played the role of intermediaries between persons with free capital and citizens of the Russian Empire who needed additional financial resources. The activities of private bank institutions were aimed at supporting the people of the Russian Empire by providing various banking services. The author explores the activities of commercial banks in the context of the development of capitalist relations in the reformed Russia. The activity of lending to the Don population by central and local commercial banks is considered separately. On the basis of statistical materials, it describes the operations of the Azov-Don commercial bank. The organizational structure of the Azov-Don commercial bank is investigated. Its activity is considered as financial discount, issue of loans and reception of deposits.
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HUIAN, Maria Carmen, and Marilena MIRONIUC. "Empirical Evidence on the Relationship between Capital Structure and Organizational Life Cycle." Audit Financiar 21, no. 169 (February 14, 2023): 124–37. http://dx.doi.org/10.20869/auditf/2023/169/002.
Abstract:
The paper investigates the capital structure of companies listed on the Bucharest Stock Exchange (BSE) from an organizational life cycle perspective, seen as a determinant of the decisions to finance operations and growth. For this purpose, the life cycle is measured according to the cash flows patterns. Motivated by the pecking-order theory (POT) and carried out on a sample of 59 companies in the period 2010-2020, the study uses a Least Squares Dummy Variable (LSDV) panel data model and shows that listed Romanian companies resort more to bank financing in the initial stages of their life cycle. As they reach the maturity and shake-out stages, companies reorient towards internal financial resources and equity issuance, which is in line with the POT. Furthermore, the age of companies has a rather weak effect on the financial leverage, and its effect diminishes as firms age. The results also confirm the importance of having a high level of tangible fixed assets as collateral for bank loans, but also the significant role of the industry and geographical positioning on the degree of external financing.
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Shofiana, Gabrielia Febrianty, Abd Shomad, and Rahadi Wasi Bintoro. "Transformation of Banking Law in Indonesia." Jurnal Dinamika Hukum 19, no. 2 (December 22, 2019): 429. http://dx.doi.org/10.20884/1.jdh.2019.19.2.2523.
Abstract:
Globalization development through the market economy system has created injustice for humankind,encouraging Muslims to implement the Sharia in their economic activities. The rapid growth of shariaeconomy in Indonesia, ultimately affects the financial industry, including the banking that implicatesregulation and organizational structure causing two banking systems, namely conventional banking andsharia banking. Based on the description, this paper discusses the national banking law that applies two rulesof law in Indonesia. To address these legal issues, conceptual approach, statutory approach and historicalapproach are used. Based on the analysis, since the enactment of Law Number 21 Year 2008 on Sharia Banking,the existence of sharia banking is getting stronger. Therefore, in Indonesia there is a dual bank system in onerule, namely banking law. Both banks are responsible to bank Indonesia as national central bank.Conventional banks may conduct business activities based on sharia principles, but not so for sharia banks.Keyword: conventional bank, sharia bank, sharia principles
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Каripova, A. M., and D. S. Baktybaeva. "FORMATION AND MANAGEMENT OF THE BANK'S INVESTMENT PORTFOLIO." Vestnik of M. Kozybayev North Kazakhstan University, no. 1 (53) (March 14, 2022): 64–70. http://dx.doi.org/10.54596/2309-6977-2022-1-64-70.
Abstract:
For effective investment activity of banks, it is necessary to optimize and manage the bank's securities portfolio.The modern portfolio management system has a sufficient arsenal of effective tools, including a number of principles and approaches.The volatility of the Kazakhstan stock market requires the accounting service to pay increased attention to the main function of professional financial agents (including commercial banks) - resource management. The multi-dimensionality of the modern investment portfolio of a commercial bank goes beyond the traditional "accounting" model, that is, the description of the results of portfolio management activities by drawing up the balance sheet. Accordingly, within the framework of the organization of the subject of financial activity, the problem of managing the investment portfolio, building a model and technological implementation arises.Given the huge potential of theoretical developments in the field of portfolio management, Kazakhstan's commercial banks are lagging behind in the practical implementation of management models. Decision-making within the standard organizational structure of commercial banks does not reflect the current capabilities and requirements for resource management. With the development of the Internet and information technologies in Kazakhstan, the time allocated to top managers for making managerial decisions has sharply decreased. Thus, it is necessary not only to develop a model of resource management in the financial markets, its practical implementation has also become a factor in the competitiveness of a commercial bank. The relevance of the study lies in the lack of a comprehensive approach to the practical implementation of the investment portfolio management process, starting with the creation of the organizational structure of a commercial bank and ending with the introduction of management models based on improved information.
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Anggita, Meidila. "Analisis budaya dan hambatan organisasi pada Bank “X” di Bandung." Jurnal Manajemen Maranatha 19, no. 1 (November 14, 2019): 81–92. http://dx.doi.org/10.28932/jmm.v19i1.2022.
Abstract:
Culture and blockage is one of the important elements in company life, because it can make a significant contribution to the success or failure of an organization. The model used to assess the organizational culture is the Organizational Culture Assessment Instrument (OCAI) by Cameron & Quinn. This model has four cultural types (clan, adhocracy, market, and hierarchy) and of the four cultural has 6 dimensions (dominant characteristic, organizational leadership, management of employee, organizational glue, strategic emphases, and criteria for success. Organizational blockage style is using Unblocking Organizational Questionnaire (UOQ) by Francis & Woodcock. This model has 14 blockages in organization (unclear aims, unclear values, inappropriate management philosophy, lack of management development, confused organizational structure, inadequate control, inadequate recruitment and selection, unfair rewards, poor training, lack of personal development, inadequate communication, poor teamwork, low motivation, and low creativity). In collecting the data, the sample used is 28 people by distributing questionnaires. The results of this study it was found that Bank “X” adopted adhocracy cultural. However, for the next five years they are expected to have a combination of different cultures namely market and clan culture. Market cultural dimensions will be the main focus in the next five years to improve target achievement. This cultural profile picture can be use as input for corporate to policy making to create organizational culture that compatible with the corporate’s vision dan mission. And for the result of blockage organization in the utilization of Human Resources in Bank "X" are poor trainning, unfair rewards and low creativity.
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Mattei, Janet Akyuz. "The AAVSO and its Variable Star Data Bank." International Astronomical Union Colloquium 110 (1989): 222–24. http://dx.doi.org/10.1017/s0252921100003481.
Abstract:
AbstractThe American Association of Variable Star Observers (AAVSO) is the largest organization of variable star observers in the world that coordinates observations, and evaluates, compiles, processes, publishes, and disseminates them to the astronomical community. The organizational structure of the AAVSO, i t s visual and photoelectric observing programs, data management, publications, and services to the astronomical community are discussed.
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Li, Jiangtao, Jianyue Ji, and Yanxia Wang. "A study of the relationship between employee wage and commercial banks efficiency in China." Journal of Chinese Human Resource Management 7, no. 2 (October 10, 2016): 147–59. http://dx.doi.org/10.1108/jchrm-07-2016-0015.
Abstract:
Purpose Efficiency of a commercial bank affects both its competitiveness and the role it plays in the process of economic development. Although great efforts have been exerted in developing the various aspects of banking efficiency, there seems to be a lack of research on examining the impact of the bank efficiency from the employee wage perspective. The mechanism of how employee wage affects commercial bank efficiency and the relationship between the two were analyzed in this paper. Based on the growing body of research on efficiency in banking, the aim of this paper is to examine if competitiveness of employee wages at any commercial bank has any impact on the bank efficiency score. Design/methodology/approach The method used was quantitative analysis, which was based on comparing the evaluated efficiencies of the banks with employee wages published in the bank reports. The empirical data in this paper were based on 16 Chinese listed commercial banks from 2004 to 2012. The per capita wage of commercial banks was selected as the wage indicator, and the efficiency value obtained by the slack-based measure (SBM) model was selected as the efficiency indicator. According to the calculated data, the Tobit regression model was built to analyze the relationship between employee wage and commercial bank efficiency. Findings The research results show that employee wage is the key variable that influences the efficiency of Chinese commercial banks, and the inverted U-shaped relationship between employee wage and commercial banks efficiency shows up. Practical implications The wage structure data of the composition of basic pay and bonus were not available at the time of conducting the research. Per capita wages were used instead to reflect the employee wage levels of Chinese banks. Originality/value This study can provide some help for the banking industry by analyzing the wage levels from the perspective of efficiency and also further enriches the theoretical system of the relationship between employee wage and bank efficiency.
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Mahdi, Zahraa Rahim. "IT GOVERNANCE AND INFORMATION SECURITY OF ACCOUNTING INFORMATION SYSTEMS: A CASE STUDY." مجلة اكد للدراسات المحاسبية المعاصرة 1, no. 2 (January 14, 2022): 75–93. http://dx.doi.org/10.55202/ajcas.v1i2.12.
Abstract:
This paper aims to determine the level of information technology governance available in the commercial bank (Bank Audi - Najaf branch) using the seven components of COBIT represented. These elements constitute principles, policies, frameworks, processes, organizational structure, culture, ethics, behaviors, information, skills, experience, services, and infrastructure. The research uses the statistical method through a survey of administrators and managers in the Audi Bank - Najaf branch to determine the level of information technology governance available and compare it with the COBIT model, a tool for controlling information technology. The results show that applying information technology governance mechanisms in Iraqi commercial banks can reduce audit risks assessed by external auditors, increase the reliability of accounting information systems, and support information security in light of electronic accounting systems. Finally, applying a model to measure information technology governance in Iraqi commercial banks under the framework COBIT will be a standard measure of the level of governance of information technology and help these banks reduce risk.
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Aliandu, Bernadus, Yulita Londa, and Apriana Marselina. "ANALISIS SISTEM PENGENDALIAN INTERN DALAM PEMBERIAN KREDIT PADA PT. BANK PERKREDITAN RAKYAT – BINA USAHA DANA DI LARANTUKA." Jurnal Riset Ilmu Akuntansi 1, no. 2 (June 7, 2022): 8–14. http://dx.doi.org/10.37478/jria.v1i2.1126.
Abstract:
The Larantuka Dana Bina-Usaha Bank Credit Business Bank is one of the banks experiencing problems with inadequate internal control caused by a dual task between credit analysis and debt collecto / remedial, which results in problem loans.
The purpose of this study was to determine internal control in granting credit to PT. Bank Perkreditan Rakyat-Bina Usaha Dana Larantuka analysis of the data used is a qualitative descriptive method.
The results of this study indicate that PT. Bank Perkreditan Rakyat-Bina Usaha Dana Larantuka does not conduct regular monitoring of debtor businesses, especially those outside the city / region. In the organizational structure there is no debt collector / remidial so, the part of the credit analyst still doubles the task of becoming a debt collector / remidial. The steps taken by the bank to conduct regular monitoring of the debtor's business, there should be a debt collector / remidial so that there are no duplicate tasks performed by the credit analyst.
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Singh, Anshu, and Sagar Kisan Wadkar. "Andhra Pradesh State Cooperative Bank: credit beyond convention." Emerald Emerging Markets Case Studies 13, no. 3 (October 31, 2023): 1–23. http://dx.doi.org/10.1108/eemcs-05-2023-0182.
Abstract:
Learning outcomes After reading and analysing the case study, the students would be able to understand the various challenges in terms of credit expansion for a rural co-operative bank, discuss the role of an apex co-operative bank within the three-tier credit structure, understand the co-operative banks’ product offerings in the agribusiness space and understand the various styles of leadership and change management models within a rural bank. Case overview/synopsis This case study exemplified the enabling role played by a co-operative credit institution, Andhra Pradesh State Co-Operative Bank (APCOB). It discussed the issues and challenges APCOB faced in mainstreaming an unconventional lending process through its lower tiers. Although the three-tier credit structure played a significant role in the disbursal of short-term loan to farmers, the managing director strongly felt the need to reach out to farmer institutions like farmer producers organization through suitable product offering and right processes. Complexity academic level This case study could serve as an introduction to rural credit co-operatives in MBA courses such as bank management, agricultural finance and rural credit and organizational behaviour. The case study could also be administered as a part of training programmes for state co-operative banks, district central co-operative banks and urban co-operative bank that are involved in planning and execution of development strategies in the area of co-operative banking and agribusiness development. Supplementary materials Teaching notes are available for educators only Subject code CSS: 1: Accounting and Finance.
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Wardhani, Raya Agung Astri, and Gunawan Wang. "Digital Transformation Planning Based on Big Data Technology (Case Study: XYZ Bank)." Jurnal Manajemen Informatika (JAMIKA) 12, no. 2 (October 6, 2022): 112–25. http://dx.doi.org/10.34010/jamika.v12i2.7876.
Abstract:
Bank XYZ is one of the regional government-owned banks which as of August 16, 2021 has a total percentage of customers who have dormant accounts reached 50.43%. This happens because currently the development of the marketing strategy used by Bank XYZ is still based on the products and services owned by Bank XYZ, not referring to customer needs. For this reason, the purpose of this research is to make a digital transformation plan that can be used by Bank XYZ in order to become a customer-centric bank using Big Data technology. The method used to carry out this research is to use the Big Data Framework for Agile Business (BDFAB). The results of this study includes mapping data requirements and Big Data technology for Bank XYZ, the impact to business processes, proposals for changes in information system architecture, planning for quality control mechanisms, to changes in organizational structure so that the benefits obtained by Bank XYZ are a more personalized marketing approach to customers, increased accuracy in offering bank products and services based on customer profiles, needs, behavior, and interests, as well as increased customer engagement and customer satisfaction.
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Pps, Jurnalpps, Andika Budi Ratwono, Indra Prasetyo, and Subijanto ÔÇÄ. "PENGARUH BUDAYA ORGANISASI TERHADAP MOTIVASI DAN KEPUASAN KERJA SERTA KINERJA KARYAWAN BANK BJB CABANG SURABAYA." Jurnal Manajerial Bisnis 3, no. 1 (December 10, 2019): 1–13. http://dx.doi.org/10.37504/jmb.v3i1.352.
Abstract:
The purpose of this study to determine the influence of organizational culture and motivation. Job satisfaction and employee performance. Variables used in this research are organizational culture, motivation as independent variable, employee performance as dependent variables, job satisfaction as intervening variable. The analytical unit is an employee of Bank BJB Surabaya branch in Surabaya. The population in this study amounted to 115 employees with a sample of 100 respondents. Technical analysis used is SEM (Structure Equation Model) analysis. The result of the research is organizational culture have positive effect to the motivation, organizational culture have positive effect to job satisfaction, motivation are positive influence to job satisfaction, organizational culture have positive influence to performance, motivation have positive influence to performance, job satisfaction have a positive effect on performance.
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Kurniawan, Eric. "New Culture Integration in the Merger of Bank Syariah Indonesia (BSI)." International Journal of Engineering Business and Social Science 2, no. 01 (October 25, 2023): 769–83. http://dx.doi.org/10.58451/ijebss.v2i01.107.
Abstract:
Post-merger cultural integration is very important and fundamental for companies that carry out mergers. Because the implementation of a merger or merger of two or more different entities poses challenges to changes in organizational structure, organizational culture and corporate systems. As in the research of K. Bijlsma-Frankema who examines the success factors of cultural integration and the process of cultural change in mergers and acquisitions. With research on the effects of friction between structure and culture, as well as friction between different cultures, on organizational functioning. The purpose of this study is to determine how the process of developing new culture integration policies in Bank Syariah Indonesia mergers, implementation strategies and the implications of implementing new culture integration in Bank Syariah Indonesia mergers. This research uses qualitative methods, where the object of research is seven relevant BSI employees. The main theory used in this study is the theory of Organizational Culture developed by Cortina which is a guideline for integrating culture successfully in the organization that carries out the merger. The theory of Seven Steps to Merger Excellence Hill, R. Weiner and Weiner and the supporting theory initiated by Picot related to three strategies in cultural integration. In the implementation of new cultural integration, BSI has 3 stages of implementation, namely; (1) Diagnostic, (2) Activation, and (3) Destination. The results showed that the new culture integration (NCI) process in the BSI merger did not run instantly, but through the process of pre-merger, planning, implementation, and evaluation. NCI Implementation Strategy in BSI merger with optimization of the role of leaders to provide inspiration and motivation to all employees. The implications of NCI in the BSI merger lie in changes in structure, products and human resources.
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Hamzah, Zulfadli, Yuswar Zainal Basri, and Zulhelmy . "THE INFLUENCE OF ISLAMIC LEADERSHIP AND ISLAMIC WORK ETHICS ON EMPLOYEE PERFORMANCE OF ISLAMIC BANKS IN RIAU PROVINCE MEDIATED BY ISLAMIC ORGANIZATIONAL CULTURE." International Journal of Islamic Business & Management 5, no. 1 (May 23, 2021): 23–34. http://dx.doi.org/10.46281/ijibm.v5i1.1136.
Abstract:
The purpose of this research is to examine the effect of Islamic leadership and Islamic work ethics on employee performance of Islamic banks in Riau province, whereby Islamic organizational culture became the mediator variable. This research employs the Structure Equation Model (SEM) based on Partial Least Square (PLS) with the help of SmartPLS 3.0 M3 software. The data were collected by using a questionnaire from 275 respondents. The respondent in this research was an employee of Islamic banks in Riau Province. The result showed that Islamic leadership, Islamic work ethics, and Islamic organizational culture positively and significantly influence on employee performance of Islamic banks in Riau province. On another side, the Islamic leadership mediated by Islamic organizational culture does not significantly influence on employee performance of Islamic Banks in Riau Provence. The finding of this research suggests that to enhance the role of Islamic leadership to create Islamic organization culture and Islamic work ethics increasingly would be an effect on employee performance of Islamic Bank in Riau province.
JEL Classification Codes : M1, G21, M540.
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Kalantari, Babak, Sanjar Salajeghe, and Ayyub Sheykhi. "Designing a Model of Professional Ethical Ideals Based on the Dimensions of Organizational Structure and Managers' Thinking Styles in Islamic Banking at the Agricultural Bank of Iran." International Journal of Innovation Management and Organizational Behavior 4, no. 2 (2024): 163–70. http://dx.doi.org/10.61838/kman.ijimob.4.2.19.
Abstract:
Objective: The objective of this research is to design a model of professional ethical ideals based on the dimensions of organizational structure and managers' thinking styles in Islamic banking at the Agricultural Bank of Iran. Methodology: This study is classified as applied research in terms of its purpose, and as a descriptive correlational study in terms of data collection methods. The statistical population includes two groups: the first group consists of 50 experts and professors in management and banking and ethics, who hold at least a doctoral degree and were selected through random sampling. The second group includes all senior managers, provincial managers, and top-ranking heads at the Agricultural Bank, totaling 430 individuals. Data analysis was conducted using SPSS23 and AMOS23 software, Pearson correlation coefficients, and structural equation modeling. Findings: The results showed that the direct effect of the exogenous variable of legal thinking style (p < .05, t = 2.11, β = .12), holistic thinking style (p < .05, t = 2.64, β = .13), free-thinking style (p < .05, t = 7.34, β = .57), autocratic thinking style (p < .05, t = 2.532, β = .16), organizational complexity (p < .05, t = 2.65, β = .32), formality (p < .05, t = 5.84, β = .21), and organizational centralization (p < .05, t = 5.99, β = .85) on the variable of professional ethical ideals in Islamic banking is positive and significant. Additionally, the direct effect of the exogenous variable of conservative thinking style on the variable of professional ethical ideals in Islamic banking is negative and significant (p < .05, t = 6.26, β = -.43). Conclusion: Support for and backing of producers and exporters, farmers, industrialists, and others should be a serious concern for banks. Therefore, it is recommended that Islamic banks fully comply with the policies of the Islamic government and the laws and regulations of the central bank, avoiding any form of sectionalism and profit-seeking outside these laws and regulations.
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Al-Ibbini, Omran Ahmad, and Osama Samih Shaban. "Impact of legal liquidity ratio on profitability: A longitudinal study of an emerging market." Corporate Governance and Organizational Behavior Review 7, no. 4, special issue (2023): 272–79. http://dx.doi.org/10.22495/cgobrv7i4sip5.
Abstract:
The study examined the relationship between the legal liquidity ratio and profitability of Jordanian commercial banks over 18 years from 2003 to 2021. The research employed a longitudinal research design using secondary data obtained from the Central Bank of Jordan’s annual reports. The data was analyzed using descriptive statistics, correlation analysis, and multiple regression analysis. The results showed that there is a significant negative relationship between the legal liquidity ratio and profitability in the short term, while in the long term, there is a significant positive relationship between the legal liquidity ratio and profitability. The study also found that the size of the bank has a significant positive impact on profitability, while the age of the bank has a significant negative impact on profitability. Furthermore, the ownership structure of the bank was found to have a significant positive impact on profitability. The study recommends that commercial banks in Jordan should maintain a balanced legal liquidity ratio to ensure short-term stability while aiming for long-term profitability. Banks should also consider their size, age, and ownership structure when making decisions regarding their legal liquidity ratio and profitability.
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Rudiatno, Rudiatno, and Aldea Mita Cheryta. "EVALUASI KEBIJAKAN CYBER SECURITY SEKTOR PERBANKAN BANK BTN CABANG SURABAYA." Jurnal Apresiasi Ekonomi 10, no. 3 (September 30, 2022): 321–31. http://dx.doi.org/10.31846/jae.v10i3.503.
Abstract:
ABSTRACTThis study discusses the evaluation of cyber security policies in the banking sector at Bank BTN Surabaya using qualitative methods and data collection techniques indepth interviews and focus group discussions. The focus of this study is policy evaluation and prevention of cybercrime in banking. The location of this study was conducted at Bank BTN Prioritas Surabaya Branch, the selection of the location of this study was due to bank BTN being one of the banks that implemented preventive measures in preventing cybercrime. The problem that will be described in this article is First, How is the impact of cyber security on Bank BTN Surabaya Branch? Second, What is the government's policy strategy on cyber security? Third, How to prevent cyber-crime at Bank BTN Surabaya Branch? The conclusion of this study is that Bank BTN Surabaya shows good preventive steps by forming a special organizational structure to deal with legality issues and the implementation of cybercrime prevention applications. Bank BTN conducts policy evaluations every two weeks as a form of evaluation of target achievement and monthly evaluations carried out by their superiors directly. Furthermore, every six months Bank BTN Surabaya brings in an external audit to be able to supervise and monitor.Keywords: Bank, Cyber Security, Evaluation
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Ayu Lestari, Ni Wayan Fitriana, and Isti Riana Dewi. "IMPLEMENTATION OF CULTURE ORGANIZATION FOR INCREASING CUSTOMER SATISFACTION AT PT BANK RAKYAT INDONESIA UNIT PLUMBON." Jurnal EBI 5, no. 2 (September 1, 2023): 38–45. http://dx.doi.org/10.52061/ebi.v5i2.169.
Abstract:
The BRI Unit Plumbon Branch Office is a branch office that has a branch office service function in Cirebon. BRI branch offices are branch offices that carry out the function of collecting funds from the public in the form of savings and distributing them to the public in the form of credit or other means to improve people's lives. This study aims to identify and analyze the organizational culture model and the application of organizational cultural values at PT. Bank Rakyat Indonesia Cirebon Plumbon Unit so that they know what needs to be repaired and maintained. Organizational culture models and the application of organizational cultural values were identified and analyzed from organizational structure, human resource management policies, integrity, professionalism, customer satisfaction, exemplary and respect for human resources. This researcher used a purposive sampling technique. Data collection methods in-depth interviews and documentation. The results show that the organizational culture model and the application of organizational cultural values tend to show problems in terms of integrity and professionalism. The value of integrity tends to be lacking because the tenure is too short for contract workers, so organizational culture is not well understood, especially those at the forefront of service. Professionalism shows that most of the frontline services are contract workers who are given short training, so that knowledge of BRI products is lacking.Keywords: customer satisfaction, organizational culture, organizational cultural values
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Dovbush, Vita I. "SWOT ALTERNATIVE STRATEGIES AS A MARKETING POLICY TOOL OF BANK ALLIANCE JSC." Management 30, no. 2 (February 11, 2020): 51–61. http://dx.doi.org/10.30857/2415-3206.2019.2.4.
Abstract:
Introduction. The banking market is one of the most important and integral components of a modern market economy. Therefore, there is growing interest in various aspects of banks' activities and methods of managing them. Banks have gradually become the main intermediaries in the redistribution of capital, in ensuring the continuity of the economic reproduction process. The conditions of increasing competition and commercialization of activity dictate the need for reorganization of structures, development of flexible market strategies, segmentation of the banking services market, development of new segments, services and methods of service.Scientific research hypothesis. Negative external and internal factors have a significant impact on the formation of the banking environment. In order to gain competitive advantage, build an effective organizational and management structure, achieve high results of core business, meet customer needs, banks need to implement strategic management tools and methods. The relevance of the topic is related to the ability of a particular bank to use all its existing and potential benefits to build a model for further development.The purpose of the article is to use the basic tools of banking marketing for a practical study of the activities of JSC Bank Alliance, namely: to analyze its status in the financial market and position among other banking institutions, identify its opportunities and threats, analyze the marketing environment, etc.Research methods: formal-logical (comparison of analogies, modeling), economic-statistical (grouping) and content-logical (analysis and synthesis).Results. The article deals with the basic banking marketing tools that influence the efficiency of banking institutions. A situational analysis of the bank is conducted as one of the possible ways of researching and evaluating the activity of the bank and displaying links with the external environment. An internal analysis of the bank was conducted, including studies of financial and organizational aspects of operation, which highlighted the strengths that have a positive impact on the banking institution, and the weaknesses that are most vulnerable and need to respond quickly with the necessary measures to minimize their impact. A study of the bank's external environment made it possible to identify opportunities that the bank could use to achieve its goals and threats that the bank has no influence from, which are exerted by the negative environment. Possible combinations of indicators of each field of the SWOT matrix that affect the bank's competitiveness are investigated.Conclusions. The proposed SWOT analysis matrix for Bank Alliance makes it possible to streamline the processing and analysis of information, facilitates management decisions to formulate the overall strategy of the bank, taking into account all the features.
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Kudryavtseva, N. N., Yu V. Pakhomova, and Y. N. Duvanova. "Reorganization of mortgage divisions of PJSC VTB 24." Proceedings of the Voronezh State University of Engineering Technologies 80, no. 3 (December 17, 2018): 458–62. http://dx.doi.org/10.20914/2310-1202-2018-3-458-462.
Abstract:
The new model of organizational structure of the center of mortgage lending of PJSC VTB 24 on the basis of the analysis of organizational structure of the center of mortgage lending of PJSC VTB 24 which has revealed the shortcomings following from division of the mortgage direction into the front and the BEK-zone is presented in article. Such division is illogical and isn't built in the general concept of development of the Bank seeking to provide uniform standards of communications and to increase penetration into the operating client base, having increased quantity of banking products on one client. To force the mortgage portfolio to work more effectively, having created conditions to involvement ОЗиСИС into cross-sales of banking products, it is possible having united the CEC under one chief and having set as this uniform chief the purposes both on sales, and on high-quality escort of the acting clients. In 2017 become strategic tasks of bank high-quality portfolio growth, the Bank has passed from extensive development to intensive. It creates prerequisites for strengthening efforts on penetration into the operating client base again. It is also possible to increase commission income if to pronounce with clients structure of the transaction at a consultation stage, actively offering transactions not through cash - non-cash payment, and with use of a letter of credit form of calculation or safety-deposit boxes. The new model of organizational structure of the center of mortgage lending means the high involvement of all staff of department into tasks as sales and high-quality support of department and excludes readdressing of the client between departments, misunderstanding and duplication of functions.