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Статті в журналах з теми "Bank organizational structure":
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.
Анотація:
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.
Анотація:
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.
Анотація:
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.
Анотація:
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.
Анотація:
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.
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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.
Анотація:
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.
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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.
Анотація:
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.
Анотація:
<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.
Анотація:
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
Дисертації з теми "Bank organizational structure":
1
Gardiner, Leslie J. (Leslie Jean) Carleton University Dissertation Management Studies. "The Organizational structure of transnational banks; a comparative analysis of global operations." Ottawa, 1988.
2
Pamen, Nyola Annick. "Bank internationalization and regulatory framework : organizational strategies, bank performance, and systemic risk." Thesis, Limoges, 2018. http://www.theses.fr/2018LIMO0001/document.
Анотація:
Cette thèse examine les déterminants de la présence des banques à l’étranger et de leur mode d’implantation (succursales ou filiales) ainsi que les effets de leurs stratégies d’internationalisation sur leurs performances et sur le risque systémique. Elle est composée de trois essais empiriques sur l’internationalisation des banques européennes. Le chapitre 1 étudie si le niveau de développement des pays d’accueil et la maturité de leur système financier conditionnent l’impact de la réglementation bancaire sur les choix de localisation et de mode d’implantation à l’étranger, sous une forme exclusive de succursales ou de filiales ou selon un modèle mixte associant les deux formes. Les résultats indiquent sur la période 2011–2013 que les banques européennes choisissent d’être présentes plutôt dans les pays à hauts revenus qui ont des conditions strictes d’entrée et d'activités mais une supervision plus souple où elles s’implantent davantage sous forme de filiales. En revanche, elles privilégient les pays à revenus intermédiaires dont les autorités de supervision sont strictes mais ne restreignent pas les activités bancaires. Elles préfèrent également une présence avec des succursales dans les pays à bas revenus dont la réglementation est rigoureuse. Enfin, bien qu’une réglementation du capital plus sévère dissuade l’internationalisation des banques, toute implantation à l’étranger se fait néanmoins sous forme de succursales. Le chapitre 2 analyse comment la complexité organisationnelle et géographique des banques à l’étranger affecte le risque bancaire et la rentabilité de la banque-mère. Les résultats montrent que les banques présentes dans plus de pays prennent moins de risque, ont une plus faible probabilité de défaut, un plus faible risque de levier ainsi qu’une rentabilité plus faible. Il apparait également que les banques les plus complexes qui opèrent à la fois sous forme de filiales et de succursales dans plusieurs régions du monde sont, à l’exception du risque de l’actif, en moyenne moins risquées que celles qui s’installent uniquement sous forme de succursales. Le chapitre 3 considère la solidité de l’ensemble du système bancaire et teste si la présence des banques à l'étranger par le biais de filiales affecte le risque systémique différemment en temps normal (2005–2007), en temps de crise financière et de crise de la dette souveraine européenne (2008–2011) et au cours des années suivantes (2012–2013). L’analyse montre que la détention de filiales étrangères est associée en temps normal à un moindre risque systémique mais que lorsque le système bancaire fait face à des chocs sévères, l’effet est négatif, persistant et s’accroit durant les années d’après crises. Ces résultats suggèrent que l'internationalisation des banques contribue habituellement à une plus grande stabilité financière mais qu’elle amplifie l’impact systémique des crisesThis thesis examines the determinants of foreign banks’ presence and their organizational strategies abroad and tests how such internationalization affects bank performance and systemic risk. The dissertation is comprises of three empirical essays on European banks. The first chapter analyzes whether differences in economic development of the host countries and the maturity of their financial system are relevant to explain how banking regulation affects the choice of the foreign location and the organizational strategy of an exclusive organizational network with only branches or subsidiaries or a mix model with both affiliates’ types. The findings indicate that over the 2011–2013 period, European banks prefer high-income countries with numerous activity restrictions and weaker supervision but less developed countries with less restrictions and stronger supervision. Regarding the choice of foreign organizational form, banks rather operate subsidiaries in high and middle-income countries with stringent entry requirements but prefer branches in developing countries with stringent capital requirements and greater supervisory power. However, banks always tend to avoid locations with stronger capital regulation than at home. Yet when they are present in such countries, they operate branches. The second chapter investigates how foreign organizational and geographic complexity affect the parent bank’s individual risk and profitability. Our results show that being present abroad is beneficial for bank stability as it contributes to lower default risk. Banks present abroad through both subsidiaries and branches appear to be more stable than banks present under one form only. Being present with branches only is the most effective way to reduce risk-taking. Nevertheless, higher geographic dispersion of affiliates around different world regions is associated with higher volatility of earnings and higher profitability. Chapter 3 considers the state and soundness of the banking system and examines whether the presence of banks abroad with subsidiaries affects bank systemic risk differently during calm period (2005–2007), distress times of the global financial crisis and the European Sovereign debt crisis (2008–2011), and years after (2012–2013). We show for European listed banks that operating subsidiaries abroad is associated with lower systemic risk in normal times. However, when the banking system is facing severe shocks, such internationalization produces on systemic risk reversed and negative effects that are long-lived and aggravated in the years after the crises. Our findings suggest that bank internationalization and foreign complexity are important for greater stability in normal times but turn out to increase instability during years of financial turmoil and in the aftermath
3
Cedeño, Brea Víctor Livio Enmanuel [Verfasser], and Wolfgang [Akademischer Betreuer] Drobetz. "The Legal Structure of Commercial Banks and Financial Regulation – Does organizational form matter for the design of bank regulation? / Víctor Livio Enmanuel Cedeño Brea ; Betreuer: Wolfgang Drobetz." Hamburg : Staats- und Universitätsbibliothek Hamburg, 2017. http://d-nb.info/1134866070/34.
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Олійник, Віктор Михайлович, Виктор Михайлович Олейник, Viktor Mykhailovych Oliinyk та Д. М. Касаткіна. "Основні типи організаційних структур у банках". Thesis, Сумський державний університет, 2013. http://essuir.sumdu.edu.ua/handle/123456789/33086.
Анотація:
Організаційна структура банку є важливою складовою успішного досягнення цілей обраної стратегії. Від рівня організації банку, налагодження стосунків між керівництвом та підлеглими залежить успіх його діяльності. Дуже часто хиби в організаційних структурах призводили навіть досить сильні банки до кризових ситуацій.
При цитуванні документа, використовуйте посилання http://essuir.sumdu.edu.ua/handle/123456789/33086
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Hoang, Vu Ly. "Three essays on the relationship between trust and credit availability." Electronic Thesis or Diss., Université de Lille (2022-....), 2024. http://www.theses.fr/2024ULILD010.
Анотація:
La thèse étudie les influences de la confiance généralisée sur les prêts relationnels, la structure organisationnelle des banques, la disponibilité du crédit et le découragement des emprunteurs. Pour ce faire, nous posons les trois questions de recherche suivantes. La première est la suivante : "Quel est le lien entre la confiance généralisée et le prêt relationnel ?” La deuxième est "La confiance généralisée induit-elle une structure bancaire plus décentralisée ou plus centralisée ?" et la dernière est "La confiance généralisée, définie au niveau de la région dans laquelle l'entreprise opère, a-t-elle une influence, d'une part, sur la disponibilité du crédit et, d'autre part, sur le découragement de l'emprunteur ?". Pour traiter ces trois questions, nous utilisons différents ensembles de données, à savoir notre propre enquête au Viêt Nam, les trois différentes enquêtes de la BERD (BEPS II, LITS II et BEEPS VI), la World Values Survey (WVS) Joint 2017-2020, de Bankscope et de ORBIS du Bureau van Dijk. Notre premier résultat est que la confiance généralisée et le prêt relationnel sont des substituts en ce sens qu'une forte confiance entraîne un moindre recours au prêt relationnel. Cela s'explique par le fait que les prêts relationnels sont coûteux et qu'il faut du temps pour les développer. Les entreprises peuvent estimer que le prêt relationnel est trop cher alors qu'une confiance forte permet d'atténuer les asymétries d'information. Par conséquent, elles peuvent avoir moins recours au prêt relationnel lorsque la confiance généralisée est forte. Dans le cas où les entreprises disposaient déjà de prêts bancaires, les coûts des prêts relationnels ont été payés et le lien de substitution est donc statistiquement plus faible. Le second résultat est que lorsque la zone d'opérations de la banque présente un niveau élevé (resp. faible) de confiance généralisée, elle adopte une structure organisationnelle centralisée (resp. décentralisée). Cela s'explique par le fait que lorsque la confiance généralisée est forte, l'information peut être transmise facilement entre les différents niveaux hiérarchiques de la banque. Le troisième résultat de notre thèse est double puisque nous montrons que lorsque la confiance généralisée est forte, les entreprises accèdent plus facilement au crédit bancaire et sont moins découragées à le demander. En effet, la confiance atténue les effets négatifs de l’asymétrie d'informationThe thesis studies the influences of generalized trust on relationship lending, bank organizational structure, credit availability and borrower discouragement. To do so, we pose the following three research questions. The first one is “What is a link between generalized trust and relationship lending?”. The second is “Does generalized trust induce a more decentralized or centralized bank structure? and the last is “Does generalized trust, defined at the level of the region in which the firm operates, have an influence, on the one hand, on the availability of credit and, on the other hand, on borrower discouragement?”. To get the interesting findings, we use various datasets, namely our own survey in Vietnam, the three different surveys of the EBRD (BEPS II, LITS II and BEEPS VI), World Values Survey (WVS) Joint 2017-2020, Bankscope and ORBIS of the Bureau van Dijk. Our first key result is that generalized trust and relationship lending are substitutes in the sense that strong trust sees less use of relationship lending. The reason is that relationship lending has costs (i.e. time to build up). Firms might find relationship lending costly while strong trust helps mitigate information asymmetries. If firms already had bank loans, the costs of relationship lending were paid and therefore the substitute link is statistically weaker. The second finding is when the bank's area of operations has a high (resp. low) level of generalized trust, it adopts a centralized (resp. decentralized) organizational structure. This is due to when generalized trust is strong, information can be transmitted easily across hierarchical layers of the bank. The third one is that when generalized trust is strong, firms are more likely to access bank credit and less likely to be discouraged from applying for bank loans. It is because trust helps mitigate information asymmetries
6
Cerasi, Vittoria. "Banking competition and the internal organization of a commercial bank." Thesis, London School of Economics and Political Science (University of London), 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.244504.
7
Koumachi, Bani [Verfasser]. "Internal organizational communication and structure. How do they effect employees? : An empirical analysis / Bani Koumachi." München : GRIN Verlag, 2019. http://d-nb.info/1180984552/34.
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Wallgren, Erik, and Andreas Lindé. "The effects of organizational structure and rules on banks risk management : A comparative case study of three major banks in Sweden." Thesis, Umeå universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-57714.
Анотація:
A well functioning banking sector is crucial to the functioning of our financial system, but yet the banking sector has been very troubled by different crises during the last 20 years. Even though more stringent rules and requirements develop through increasingly stringent Basel agreements the global financial crisis of 2008 show that it still exist a problem of financial risk management. Further several financial organizations have run into financial problem because of failures in internal control and monitoring systems. Therefore it is worth highlighting the question of centralization or decentralization since this is a factor that affects the control an organization has. Based on this background we believe that it is important to investigate the effect these variables have on financial risk management. The purpose of this study therefore is to outline the relationship between the degree of centralization and the risk management structure at three major banks in Sweden. Further we want to show the effect more stringent rules and regulations, stemming from the Basel agreements, have on the degree of centralization in the banks risk management. Further we wish to increase the general knowledge of which of the risks facing the banks that are most likely to be managed at the different levels and contrast on the differences between the banks. Our main concepts presented in the theoretical frame of reference are rules and regulations, which mainly consists of the Basel agreements, financial risk and financial risk management, where we presents the main financial risks a bank is exposed to and how these risks mainly are handled. Lastly the concept of organizational structure is presented, where our main focus is on the concept of centralization/decentralization. From the above-mentioned concepts a semi-structured interview guide was deducted, which we used to gather our empirical data. Our main focus was to highlight the problem from the banks point of view and therefore the questions mainly focused on the effects for the banks and not for their customers. The data gathered from the interviews is presented in the three broad categories of risk, rules and regulation and lastly organizational structure. From the empirical findings and analysis we could conclude that the banks seem to have similar risk management structures and the degree of centralization and the overall organizational structure do not seem to have a big impact on how the banks manage financial risks. Rather it is the nature of the risk that determines where in the hierarchy the risk is managed and how it is managed. Further the increasingly stringent rules and regulations contribute to increasing control functions, increased importance for central risk units and changes in risk management due to new methods for calculating risk exposures. Nevertheless the increasingly stringent rules and regulations do not affect where in the hierarchy business decisions are made.
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Coimbra, Fabio Claro. "Estruturação de unidade de gestão de riscos operacionais em bancos: um estudo de caso." Universidade de São Paulo, 2006. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-23042007-164724/.
Анотація:
A Resolução 3.380 do Banco Central do Brasil, de 29 de junho de 2006, determina que, até o final de 2007, todas as instituições autorizadas a funcionar pela referida Autarquia deverão implementar estrutura de gerenciamento do risco operacional, representando mais um passo no processo de adesão do Brasil ao Novo Acordo de Capitais da Basiléia. Os objetivos desta dissertação são estudar o processo de estruturação de unidade de gestão de riscos operacionais e identificar referencial teórico que permita embasar a estruturação de unidades de gestão de risco operacional em bancos. De modo a atingir os objetivos propostos, foi realizado estudo de caso exploratório de um banco escolhido em função de sua representatividade no cenário nacional. Os resultados da pesquisa sugerem que o referencial teórico sobre estruturas organizacionais pode ser muito útil na estruturação de unidades de gestão de riscos operacionais em bancos, devido ao fato do arcabouço conceitual sobre unidades de gestão de riscos operacionais ainda ser muito incipiente.The resolution 3380 of the Brazilian Central Bank, as of June 29th 2006, determines that, until the end of 2007, all authorized institutions must implement an operational risk management structure, representing another step in the brazilian compliance process to the New Basel Capital Accord. The objectives of this work are to study the structuring process of an operational risk management unit and to identify theoretical references to support this structuring process in banks. In order to achieve the considered objectives, a case study was conducted on a bank chosen in function to its relevance in the national scene. The results of the research suggest that the theoretical references on organizational structures can be very useful in structuring operational risk management units in banks, due to the fact that theoretical background on operational risk management units are still incipient.
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Molin, Demi, and Ewa-Lena Bichsel. "Effektivitet och utveckling : Grameen Banken i Bangladesh." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7245.
Анотація:
Vi undersöker i denna studie en organisation, Grameen Bank, och vill på så vis upplysa om ett problem i världen. Det finns många hjälporganisationer som hjälper fattiga och utsatta länder men för att en bättre infrastruktur ska kunna etableras i u-länder krävs även nya metoder så att nya entreprenörer kan etablera sig på marknaden. Muhammad Yunus är en entreprenör, han skapade Grameen Bank i Bangladesh för att hjälpa den fattiga befolkningen att utvecklas och förbättra levnadsstandarden genom att låta dem ta mikrolån. Studiens syfte: Undersöka hur Grameen Bankens organisation fungerar Ta reda på Grameen Bankens syfte, mål och vision Undersöka faktorer som påverkar Grameen Bankens effektivitet och utvecklingThe purpose of this study is to analyze an organisation, Grameen Bank, and illustrate a relevant problem in the world. There are plenty of aid organizations that help countries, but to enable the build-up of an infrastructure, new methods are required that help the establishment of new entrepreneurs. Muhammad Yunus founded Grameen Bank in Bangladesh to help the poor population to develop and enhance their living standards by lending them micro loans. The purpose of this study: Investigate how the organisation of Grameen Bank works Acquire the purpose, goal and vision of Grameen Bank Investigate the factors that influence the efficiency and development of Grameen Bank
Книги з теми "Bank organizational structure":
1
VanHoose, David D. The industrial organization of banking: Bank behavior, market structure, and regulation. Berlin: Springer, 2010.
2
Sciulli, Lisa M. Innovations in the retail banking industry: The impact of organizational structure and environment on the adoption process. New York: Garland Pub., 1998.
3
Kroszner, Randy. Organization structure and credibility: Evidence from commercial bank securities activities before the Glass-Steagall Act. Cambridge, MA: National Bureau of Economic Research, 1995.
4
Víctor Livio Enmanuel Cedeño Brea. The Legal Structure of Commercial Banks and Financial Regulation – Does organizational form matter for the design of bank regulation? Hamburg: Staats- und Universitätsbibliothek Hamburg, 2017.
5
Kazimagomedov, Abdulla. Structure and function of the Central Bank of the Russian Federation. ru: INFRA-M Academic Publishing LLC., 2020. http://dx.doi.org/10.12737/1020430.
Анотація:
The textbook covers the basic issues related to the activities of the Central Bank of the Russian Federation. A short and accessible educational material presented on organizational bases of activities, operations and functions of the Central Bank of the Russian Federation. Additionally, to consolidate the knowledge the students are given control questions and tests.
Meets the requirements of Federal state educational standard of secondary professional education in the specialty 38.02.07 "Banking", approved by order of Ministry of education of Russia from 28.07.2014 No. 837.
For students and teachers, and anyone interested in issues related to the activities of the Central Bank of the Russian Federation.
6
Dick, Astrid A. Market structure and quality: An application to the banking industry. Washington, D.C: Federal Reserve Board, 2003.
7
Starodubceva, Elena, and Ol'ga Markova. Banking operations. ru: INFRA-M Academic Publishing LLC., 2023. http://dx.doi.org/10.12737/1914538.
Анотація:
The textbook examines the legal and organizational foundations of the formation and development of commercial banks, shows their role in the accumulation and mobilization of loan capital. The structure of the textbook provides the study of active, passive and advisory-intermediary banking operations, the activities of banks in the securities market
and the foreign exchange market, methods of bank risk management. The textbook combines theory and practice, domestic and international experience in analyzing the work of commercial banks. Specific calculations and methods by which commercial banks manage their activities are presented.
Meets the requirements of the federal state educational standards of secondary vocational education of the latest generation.
For students of secondary vocational education institutions, for practitioners of the financial, banking and tax systems, as well as for all those who are interested in the problems of money, loans, banks.
8
Wong, Gilbert Y. Y. Impact of culture on organization structure of banks in Hong Kong. (Hong Kong): (University of Hong Kong), 1985.
9
Nannyonjo, Justine. Financial sector reforms in Uganda (1990-2000): Interest rate spreads, market structure, bank performance and monetary policy. [Göteborg: Göteborgs Universitet, 2002.
10
Sun, Tianqi. Jin rong zu zhi jie gou yan jiu: Gua tou zhu dao, da, zhong, xiao gong sheng = The research on the financial organizational structure. 8th ed. Beijing: Zhongguo she hui ke xue chu ban she, 2002.
Частини книг з теми "Bank organizational structure":
1
Cerqueiro, Geraldo, Hans Degryse, and Steven Ongena. "Distance, Bank Organizational Structure, and Lending Decisions." In The Changing Geography of Banking and Finance, 57–74. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-0-387-98078-2_4.
2
Engwall, Lars. "Banks as Organizations." In Management of Structural Change, 99–122. Wiesbaden: Gabler Verlag, 1995. http://dx.doi.org/10.1007/978-3-322-94453-5_6.
3
VanHoose, David. "Capital Regulation, Bank Behavior, and Market Structure." In The Industrial Organization of Banking, 139–67. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-02821-2_7.
4
VanHoose, David. "Capital Regulation, Bank Behavior, and Market Structure." In The Industrial Organization of Banking, 175–212. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-54326-9_7.
5
VanHoose, David. "Capital Regulation, Bank Behavior, and Market Structure." In The Industrial Organization of Banking, 157–83. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-16241-1_8.
6
Glückler, Johannes, and Jakob Hoffmann. "Time Banks as Transient Civic Organizations? Exploring the Dynamics of Decline." In Knowledge and Civil Society, 131–46. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-71147-4_7.
Анотація:
AbstractTime banks have become a popular type of civic organization constructed to facilitate egalitarian economic exchange through a community-bounded currency. Especially after the recent economic crises in Europe, the rise in the number of time banks has been accompanied by relative transience and sometimes short lifespans. We adopt a relational perspective to explore the dynamics of decline in the civic engagement of a time bank in southern Germany. Using methods of longitudinal social network analysis, we analyze the relational processes and individual trajectories of members within the emerging transaction network over a period of eight years. Rather than explaining why, we have found how relational trajectories of members through a structure of core and periphery have led to creeping decline in activity and membership. Given the repeated observation that time banks and other types of alternative economic practices are often characterized by considerable volatility and potential collapse, relational thinking and network analysis are especially suited to unpacking the underlying relational mechanisms that shape these outcomes of volatility and demise.
7
Balaji, Raghunathan, and V. Maiya Rajashekara. "Digital Transformation and Impact of SMAC Technologies on Culture, Thinking, IT Practices, Organizational Structures, and Governance." In SMACing the Bank, 233–66. Boca Raton, FL : CRC Press, 2017.: Auerbach Publications, 2017. http://dx.doi.org/10.1201/9781315119632-6.
8
Leydesdorff, Loet. "Scientific Communication and Codification." In Qualitative and Quantitative Analysis of Scientific and Scholarly Communication, 51–65. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59951-5_3.
Анотація:
Abstract In the sociology of scientific knowledge and the sociology of translation, heterogeneous networks have been studied in terms of practices and so-called actor-networks. However, scientific practices are intellectually structured by codes. Cognitive structures interact and co-construct the organization of scholars and discourses into research programs, specialties, and disciplines. The intellectual organization of the sciences adds to and feeds back on the configurations of authors and texts. The social, textual, and cognitive sub-dynamics select upon each other asymmetrically. Selections can further be selected for stabilization along trajectories and then also be globalized—symbolically generalized—into regimes of expectations.
9
Smeyers, Yves G., and David C. Moule. "Theoretical Approach to Torsional Band Structures of Some Non-Rigid Molecules." In Topics in Molecular Organization and Engineering, 199–211. Dordrecht: Springer Netherlands, 1992. http://dx.doi.org/10.1007/978-94-011-2498-0_12.
10
Mohagheghi, Parastoo, Casper Lassenius, and Ingrid Omang Bakken. "Enabling Team Autonomy in a Large Public Organization." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 245–52. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_25.
Анотація:
Abstract This paper describes how autonomy emerged in a team in a large public organization and which factors were important in this process. The organization has back sourced software development and abandoned a stage-based software development process with many handovers between business, IT and vendors. We collected data in four semi-structured interviews and analyzed information on changes in the structure and responsibilities of the team. The team has refined its portfolio for better cohesion, stepwise taken over the responsibility for software development from the vendor and in parallel recruited software developers, UX designers and testers. Product owners have joined the team as well. Supported by changes to the financing model, the team has transformed from mediating between business and vendors to a cross-functional product team with autonomy over its budget, backlog and software development process. As a result, the team can better balance between delivering new features and quality improvements, continuously deliver software with less overhead and focus on its mission to deliver user-friendly services with increased involvement of domain experts. Defining a clear product boundary and reducing dependencies on other teams, developing necessary skills and changing the financing model are recognized as the main success factors, as well as the main challenges in the transition process.
Тези доповідей конференцій з теми "Bank organizational structure":
1
DIMITROVA-DOBREVA, DESISLAVA, and SLAVENA STOYANOVA. "DISCLOSURE OF THE RISKS TAKEN BY THE BANKS ON THE EXAMPLE OF COMMERCIAL BANK D AD." In INTERNATIONAL SCIENTIFIC CONFERENCE MATHTECH 2022. Konstantin Preslavsky University Press, 2022. http://dx.doi.org/10.46687/lmfl9871.
Анотація:
The nature of banking involves managing multiple risks. The overall framework of the bank's methods, organizational structure and processes is defined in the risk and risk management policy strategy, developed in accordance with local regulatory requirements, the BNB's risk management guidelines and the European Banking Authority. The pandemic and high levels of uncertainty over the macroeconomic outlook are the dominant forces that have identified risks to supervised institutions over the past two years. Disclosure of risks taken by banks aims to raise awareness of customers, counterparties and investors about the risks taken, as well as to present methods for their assessment and management.
2
Ruge, Johanna, Lennart Fahnenmueller, and Annette Bögle. "Effects of Problem Formulation on Engineering Innovativeness." In IABSE Congress, New York, New York 2019: The Evolving Metropolis. Zurich, Switzerland: International Association for Bridge and Structural Engineering (IABSE), 2019. http://dx.doi.org/10.2749/newyork.2019.1809.
Анотація:
<p>Any building project requires the formulation of boundary conditions and expectations, the so-called problem formulation. Hereby, quality and scope of the problem formulation significantly set the frame for innovative and sustainable solutions by structural engineers. While recent problem formulation research scrutinized strategic organizational issues, this paper focuses on problem formulation influencing the work of structural engineers from two aspects: (1) who is responsible for the problem formulation and (2) what is the quality and scope of the problem formulation (does it describe qualities of the expected result or define the structure quantitatively?). Depending on these aspects, the problem formulation restricts the solution space of the engineer to a greater or lesser degree, opening the question whether an optimal degree of freedom to foster engineering innovativeness exists. Three explorative case studies are examined for this purpose: (1) the Elbphilharmonie, an architectural icon, characterized through strong interplay between client and architect;</p><p>(2) the European Central Bank premises, a high-rise with an integral architecture-engineering-concept that emerged from an extensive competition; (3) the Gänsebachtalbrücke, an engineering structure, influenced significantly by an audit authority. After a brief introduction to problem formulation research and a description of the methodology, a storyline for each case is presented. The initial problem formulations, the problem formulators, the approaches to solve the problem as well as the solution space are analyzed. The cases indicate that to develop innovative structural designs, the structural engineers should be integrated early in the project to be able to shape and participate in the problem formulation process. A functional problem formulation and a collaborative approach of all designing actors to solve it can spur innovativeness. However, more research on this topic is recommended to confirm the findings of this exploratory paper.</p>
3
Nakayama, Kenta, Ichiro Koshijima, and Kenji Watanabe. "Analyzing important factors in cybersecurity incidents using table-top exercise." In 15th International Conference on Applied Human Factors and Ergonomics (AHFE 2024). AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1004770.
Анотація:
In recent years, the threat of cyber-attacks has been increasing yearly. Various organizations should take countermeasures for it. In the face of increasing threats, organizations need to take not only technical measures but also human countermeasures. However, cyber-attacks themselves are becoming more sophisticated, so it is important for organizations to prepare countermeasures and organizational structures based on the assumption that incidents due to cyber-attacks will occur. Moreover organizations are required to minimize the damage caused by cyber-attack incidents and continue their business operations.This study focused on human countermeasures especially organizational structures, designed an incident response exercise, and conducted it with approximately 60 members of a critical infrastructure company in Japan. Based on the records of the exercise and the results of the post-exercise questionnaire, these results examine organizational and human barriers that organizations may face in incident response and the organizational structure that minimizes the damage from incidents. The incident response exercise was based on a scenario in which a hypothetical local infrastructure company was infected with ransomware and could not fulfill its role as a local infrastructure. The roles of management, IT department, and upper-level managers and personnel in the field departments were defined, and how incident response would be conducted from each position was examined. The exercise was recorded chronologically using the chronology used in disaster recovery, and the instructions given by whom and to whom were organized in chronological order so that the participants could look back on the details of their responses after the exercise. A questionnaire survey was conducted after the exercise, and the exercise itself received a high evaluation, with an average score of 4 or higher out of 5. In addition, information on important items in incident response, including changes before and after the exercise, was collected through free-response statements. Context-based evaluation and analysis of the collected results revealed what members of the Japanese critical infrastructure community consider important in incident response. Furthermore, from the contents recorded in chronology during the exercise, the process of escalation and decision-making to management and upper management was analyzed to identify barriers such as delays in reporting and decision-making that may lead to the expansion of incident damage. In addition, based on the results of these analyses, we will deepen our thinking and make recommendations on the organizational structure and transfer of authority for rapid incident response.
4
Werner Hermann Albert Sommerlatte, Tom. "Interrelation of organizational climate of trust, the trust profile of leaders and business performance." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002239.
Анотація:
Recent research on the role of trust for productivity, innovativeness and the effectiveness of change of business organizations (1) has shown a significant interaction of the individual trust profile of leaders, the psychological contract between the leadership of an organization and its members, and the trust climate of the organization.Trust climate in turn has been shown by empirical studies to have a so far underestimated bearing on how effectively people work together in business processes, how innovative ideas and projects are treated, and how strong the buy-in is in strategic and organizational change.The Trust Management Institute has – working with an academic advisory board and a business executives advisory board – built on these research findings to develop psychometric approaches for assessing the trust climate of organizations, the individual trust profile of leaders, and the quality of the (unwritten) psychological contract in organizations. Thus, we are able to trace weaknesses of an organization’s trust climate back to assessable flaws in the trust profile of its leaders in terms of their self-confidence, their interpersonal relations, their behavior in team situations and their decision-making patterns. In fact, the characteristics of the trust climate of an organization, e.g. the quality of communication, its employees’ commitment, cooperation and views of the future potential of the organization, has been shown to be largely conditioned by the trust profile of individual leaders and the employees’ reading of the psychological contract resulting from their behavior.Comparative case studies by the Trust Management Institute and others (2) in a number of companies, based on psychometric surveys with samples of employees and managers, indicate that a positive climate of trust favors readiness to constructively work towards a common result. A poor climate of trust, on the other hand, typically leads to more control and bureaucracy and slows down innovation.The approach to the assessment of the trust climate is to ask the participants in a structured sample to rate a battery of operational statements on a scale of true to false. The consolidated result reveals reasons for the extent to which trust exists or is missing, and the segmentation by functional and hierarchical sub-samples points to the causes of trustworthiness or mistrust.An interesting finding of our empirical work is that poor individual trust profiles and the resulting damage to the climate of trust in an organization is often the consequence of poor communication, a lack of openness and a control-minded leadership style. By creating awareness of these flaws and stimulating corrective behavioral changes, leaders have in many cases been enabled to rebuild the trust which their organization needs to improve performance. Publications:(1)Keuper, F., Sommerlatte, T., Vertrauensbasierte Führung – Devise und Forschung, Springer-Gabler, Berlin, Heidelberg, 2016(2)Sommerlatte,T., Fallou, J.-L., Quintessenz der Vertrauensbildung, Springer-Gabler, Berlin, Heidelberg, 2012
5
WOJEWÓDZKA-WIEWIÓRSKA, Agnieszka. "STRUCTURAL DIMENSION OF SOCIAL CAPITAL IN POLAND. URBAN VERSUS RURAL AREAS." In Rural Development 2015. Aleksandras Stulginskis University, 2015. http://dx.doi.org/10.15544/rd.2015.126.
Анотація:
The article refers the issues of structural capital in Poland, measured by the number of the organization and an indicator of the number of organizations per 10 thousand inhabitants. Deliberations for this component of social capital were conducted at the regional level (NUTS 2). Spatial disparities and the differences between urban and rural areas in 2005–2014 were determined. Data source was a Local Data Bank prepared by Central Statistical Office of Poland. It was a clear regional differences in terms of the activity of foundations and social organizations. In all voivodeships saw an increase in the number of foundations and associations per 10 thousand inhabitants in the analyzed period, both in urban and in rural areas. In rural areas the increase was much greater than in the towns. In comparison with rural areas, a higher level of the structural social capital was observed in towns.
6
HYSA, Xhimi, and Shefqet SUPARAKU. "Management roots back to the city walls. History, present, and future." In ISSUES OF HOUSING, PLANNING, AND RESILIENT DEVELOPMENT OF THE TERRITORY Towards Euro-Mediterranean Perspectives. POLIS PRESS, 2023. http://dx.doi.org/10.37199/c41000105.
Анотація:
The terms “manager” and “management” are frequently used in the daily communication. Given the universality trait of management, then every type of organization needs managers and man- agement. Principles of management have remained solid over time, and over all organization- al types. Fundamentals are fundamentals; what changes is the organizational mission, strategy, structure, and culture. The latter make the specific vocabulary of a defined organization. Thus, if principles have remained unchanged, what has changed is how managers respond to environ- mental dynamics and complexity in face of uncertainty. While technology, in one side has been showing itself as problem solver, on the other side has created new complexity conditions to deal with. This makes present and future more intriguing, while extends an invitation to managers to reflect through new lens. The importance of management is historically related to the territory. Not only, but the first organizational position where the term “manager” found a place was the city. Thus, the denomination “city manager” brings the institution of management back to the city walls. This paper makes an effort to harmonize together history, present, and future of city man- agement from an interdisciplinary perspective. It aims to reconcile the good management practic- es of the city by reviving the past as a timeframe of Chronos and Aion, exploiting the opportunities of the present from a Cairos time perspective, and imagining the future as a miscellaneous time Chronos-Aion-Cairos. This study considers the city as a viable system (i.e., a living territory) and a service system, able to survive and reproduce itself by being a service provider to its citizens. All these exchanges happen in complex feedback loops as facilitated by artificial intelligence and virtual reality. This metaverse perspective makes the case for “city-verse” and the emergent figure of “city-verse manager”.
7
Joof, Sarah Elizabeth, and Wahid Damilola PhD Olanipekun. "Dynamics of Talent Management in Enhancing Employees’ Performance in the Gambian Banking Sector." In Advances in Multidisciplinary and Scientific Research Journal Publication. Society for Multidisciplinary and Advanced Research Techniques - Creative Research Publishers, 2022. http://dx.doi.org/10.22624/aims/isteams/lasustech2022v30p1.
Анотація:
Human resource is the most important asset that organizations require in the 21st century and employees who constitute the human resource must be satisfied to drive organization performance and success on a sustainable basis. Talent management refers to the process of integrating new worker, developing, and retaining the current workers and attracting highly skilled personnel to work for your company. This study examined the effect of talent management on employee performance. The study examines the impact of talent management process such as talent attraction, retention, and development on employee performance. The study adopted a survey research design. The study population comprises of staffs of Vista Bank (Former First International Bank) Plc within Kanifing Municipal Council (KMC) Metropolis in The Gambia. Primary data was collected through a structured questionnaire. Out of 30 copies administered to the respondents, 27 copies were completed and returned. Data were analyzed and hypotheses were tested at 5% level of significance. Findings revealed that talent attraction significantly influences employee performance. Also, talent retention significant impacts on employee performance. Talent development significantly influences employee performance. Based on the findings of this study, the study concludes that talent management significantly impacts employee performance. The study recommends that talent management programs and strategies must also be enshrined into the organizations philosophy to improve employee satisfaction and performance. Keywords: Talent Management, Strategies, Employee, Performance, Bank, Gambia
8
Alexandrova, Anna Alexandrovna, and Alexander Arkadevich Sidorov. "ECOLOGICAL AND ECONOMIC CONDITION OF LAND AND WAYS TO IMPROVE IT IN THE VOLZHSKY MUNICIPAL DISTRICT OF THE SAMARA REGION." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-608/612.
Анотація:
The article provides information about the structure and condition of the lands of the Volzhsky municipal district of the Samara region. Gross and specific parameters of pollutants, waste water, and waste generation are shown (2014-2018). To improve the condition of land, projects are proposed to reduce emissions, waste, discharges, reduce the area of waterlogged land, audit abandoned hydraulic structures and put them on balance; organization of relief, Bank protection, anti-landslide and ravine protection works; reduction of areas of deflation-dangerous and washed away land; restoration and increase of forest cover of the territory.
9
Udović, Ugo. "Application of Business Intelligence in the Post-Industrial Period." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.70.
Анотація:
The purpose of the article is a theoretical and empirical analysis of the job insecurity due its influence on the employee job attitudes. Design. The design of the study was longitudinal. The empirical results were collected in 2018–2019. The empirical basis of the research is the separate structural department of the bank. The organization has realized downsizing project during the collection of empirical data. It has made possible to analyze the job satisfaction and work engagement before, during and after the downsizing project. The measures used in the present study are: 1) the “Utrecht Work Engagement Scale”; 2) “Brief Job Satisfaction Measure; 3) “The Job Insecurity Scale”. An empirical analysis of the dynamics of job attitudes in the groups differ in age and gender has found out a short-term motivating effect of the threat of job loss. The motivating effect of the threat of job loss is lost during six months. The most significance motivating effect was wound out in within the group of ordinary employees in the senior category over 45 years. The threat of dismissal also has the greatest impact on the behavior change of that part of the staff that is most susceptible to experiencing job insecurity. The employees who perceived the job insecurity are more satisfied with their work and value it more highly.
10
Msuthwana, Vusumzi. "Leveraging knowledge management for advancing innovative thinking in the banking sector: Insights from South Africa." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24035m.
Анотація:
Knowledge management is considered as one of the most important factors in ensuring sustainability within organizations, especially in the banking sector. Since knowledge management is an integral part of managerial activity, it is imperative that organizations adopt knowledge-driven culture within which innovations can be incubated. An organization where knowledge management is used to drive innovation is better positioned to create a competitive advantage for itself and to ensure that it achieves a sustainable value creation for its survival. The purpose of this study was to identify key attributes relating to knowledge management that the banking sector can leverage on, in order to inculcate the innovation culture and allowing banks to acquire competitive advantage. For this study, a positivistic research paradigm by means of a quantitative research methodology was undertaken, using a sample from respondents in the banking sector and testing hypotheses through a structured measuring instrument. Based on the empirical study, it was determined that the banking sector applied specified concepts to embrace an innovation culture. These concepts included leadership initiatives and innovation competitiveness. It was concluded that leadership initiatives appeared to be the most important critical factor in driving innovative knowledge-driven culture.
Звіти організацій з теми "Bank organizational structure":
1
Kaufman, George G., and Randall S. Kroszner. How Should Financial Institutions and Markets be Structured?: Analysis and Options for Financial System Design. Inter-American Development Bank, February 1997. http://dx.doi.org/10.18235/0011592.
Анотація:
This paper analyzes the consequences of alternative financial structures for financial efficiency and stability. The focus is on the organizational structure of banks. Alternative bank structures range from 'narrow banks' to broad 'universal banks.' Each banking structure is assessed in its ability to satisfy the objectives of efficiency and stability in the financial system stability, economies of scale and scope, competition, avoiding regulatory capture, conflicts of interest and political manipulation, corporate control and management of financial distress, and monetary control. No one reform is appropriate for all countries, and no single reform guarantees that the objectives will be attained or maintained.
2
Westley, Glenn D. Strategies and Structures for Commercial Banks in Microfinance. Inter-American Development Bank, August 2006. http://dx.doi.org/10.18235/0009067.
Анотація:
This paper is a checklist of all the factors a bank should consider when deciding the type of organizational structure it should use to do microlending. In addition, the paper discusses key best practices banks should follow in order to be successful in microlending in addition to picking the best structure. Some (though not all) of these best practices provide a useful test: if the bank is not willing to follow them, it may be best to stay away from microlending, for the chances of success are greatly diminished. This paper is aimed both at banks entering microfinance and at banks with existing microfinance operations which they may wish to expand or reorganize.
3
Schijman, Agustina. Evaluation of the Results of the Realignment Background Paper: Composition and Dynamics of Project Teams at the IDB: Analysis of staff Fragmentation. Inter-American Development Bank, March 2014. http://dx.doi.org/10.18235/0009272.
Анотація:
In 2006, the Board of Governors of the Inter-American Development Bank (IDB,or the Bank) authorized a major restructuring of the Bank (the "Realignment") to address the perceived loss of relevance and presence of the institution in Latin America and the Caribbean (LAC). The Realignment introduced a number of reforms, including a new organizational structure (the Matrix Structure), a revised process for project design and execution (the New Project Cycle), and the renewal of human resource skills and decentralization of personnel. Paper assesses the main changes in the composition and dynamics of IDB project teams throughout the life of loan operations, with a special emphasis on staff fragmentation between design and execution.
4
West, George, Marco Velarde, and Alejandro Soriano. IDB-9: Operational Performance and Budget. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010526.
Анотація:
In IDB-9 the Board of Governors of the Inter-American Development Bank (IDB) mandated the adoption of a results-based budgeting process (RBB) that would be aligned to and would help achieve the key performance targets of the Corporate Results Framework (CRF), as well as improve accountability and transparency. In addition, they mandated the use of a Balanced Score Card Performance Management System (BSC) that would incorporate the results from an External Feedback System (EFS). The Governors also requested that the Bank continue its efforts to improve organizational efficiency. The IDB has made significant progress in improving the quality and availability of information related to the budget and the associated work program, and in developing and enhancing the systems to support the budget planning and monitoring process. Many of the actions defined in the RBB Framework document can be considered complete from a technical perspective, but the RBB is still a work in process. One major area that RBB planners underestimated was the effort and time it would take to create an organization that uses data to manage for results. This effort must involve all levels of Management and be accompanied by appropriate incentives. Work on this cultural change has started but will extend beyond the planned three-year RBB implementation period. The BSC effort resulted in organizational learning and the development of a number of performance indicators, but it failed to achieve its objective of implementing a BSC that would provide the Bank with a Strategic Planning and Management system to help ensure the alignment of business activities with organizational strategy and provide a focused, comprehensive perspective of the Bank¿s organizational performance.The EFS is just being restarted, and preliminary results are expected in early 2013. Work is under way to improve operational efficiency, but the RBB data provide limited support to this activity, as most of the efficiency indicators are related to cycle times and not budget. OVE provides several suggestions for future work: (i) increase the focus, attention, and resources devoted to the RBB change management process to help achieve the culture change needed to create an organization that "manages for results"; (ii) plan for the involvement of all levels of Management, use internal and external experts in this process, and recognize that the process will take time; (iii) with Human Resources, create and implement incentives to recognize and reward behavior and good practices that can change the Bank¿s culture; (iv) consider raising the sponsorship level of the RBB, possibly combining it with the Program Optima governance structure; (v) focus on creating a limited set of performance indicators that drive the Bank¿s business and that link to its strategy, objectives and priorities; and (vi) reexamine the budget process to identify key constraints (for example, the head count ceiling) and reexamine the timing of performance reporting and budget allocations/reallocations to ensure alignment.
5
Atuesta, Laura, Agustina Schijman, Salvatore Schiavo-Campo, and Cheryl Gray. IDB-9: Combating Fraud and Corruption. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010514.
Анотація:
This report reviews the implementation of the measures the Inter-American Development Bank (IDB or Bank) has taken in the three strategic pillars of the anticorruption agenda: (i) strengthen the prevention of fraud and corruption in Bank operations; (ii) support transparency and anticorruption efforts in the Region; and (iii) ensure high ethical standards for Bank staff. The Bank has taken several actions in the first and third pillars. To help prevent corruption, the IDB has eliminated the overlap of policy and investigations by creating an Anticorruption Policy Committee and giving more independence to the Office of Institutional Integrity, and by establishing a new sanctions structure with greater clarity and stronger accountability. In addition, the 2011 cross-debarment agreement with other multilateral development banks has enhanced the impact of sanctions the IDB may impose. To help ensure internal integrity, the Bank has revised its Code of Ethics and whistleblower policy, improved the enforcement capacity of the Ethics Office, streamlined accountability relationship, and taken various other actions to bring the system up to good international practice. The second pillar, however -even recognizing that most Bank interventions to improve public management and strengthen institutions can have a positive impact on governance and anticorruption- has received limited recognition and support, partly as the result of crowding out by other development priorities and of limited country demand. In preventing corruption in Bank projects and in fostering staff integrity, the new structure is a major improvement over the one built piecemeal in previous years. This report advances various suggestions, of which the most important is for an external review of the Bank staff rules, particularly to sharpen managers¿ authority and accountability for ensuring a respectful workplace environment. In these two pillars, however, the priority is to consolidate the sound organizational and institutional changes that have been made. For the second pillar, enhancing governance and anticorruption efforts in member countries will require more assertive Bank support from the top, the assignment of greater priority and resources to programs to foster transparency and accountability, and closer intersectoral coordination.
6
Amar Flórez, Darío. International Case Studies of Smart Cities: Medellin, Colombia. Inter-American Development Bank, June 2016. http://dx.doi.org/10.18235/0007968.
Анотація:
This case study is one of ten international case studies developed by the Inter-American Development Bank (IDB), in association with the Korean Research Institute for Human Settlements (KRIHS), for the cities of Anyang, Medellin, Namyangju, Orlando, Pangyo, Rio de Janeiro, Santander, Singapore, Songdo, and Tel Aviv. At the IDB, the Competitiveness and Innovation Division (CTI), the Fiscal and Municipal Management Division (FMM), and the Emerging and Sustainable Cities Initiative (ESCI) coordinated the study. This project was part of technical cooperation ME-T1254, financed by the Knowledge Partnership Korean Fund for Technology and Innovation of the Republic of Korea. At KRIHS, the National Infrastructure Research Division coordinated the project and the Global Development Partnership Center (GDPC) provided the funding. Medellin launched a series of strategies to become smart city. They are oriented to the citizen, through a series of services that improve their quality of life as they develop capacity and organizational structure in the entities that control mobility, the environment, and safety. In addition, these initiatives have created mechanisms to communicate and interact with citizens in order to promote continuous improvement of smart services.
7
Kroszner, Randall, and Raghuram Rajan. Organization Structure and Credibility: Evidence from Commercial Bank Securities Activities Before the Glass-Steagall Act. Cambridge, MA: National Bureau of Economic Research, September 1995. http://dx.doi.org/10.3386/w5256.
8
Bordo, Michael D., and Edward S. Prescott. Federal Reserve Structure and the Production of Monetary Policy Ideas. Federal Reserve Bank of Cleveland, November 2023. http://dx.doi.org/10.26509/frbc-wp-202329.
Анотація:
We evaluate the decentralized structure of the Federal Reserve System as a mechanism for generating and processing new ideas on monetary policy over the 1960 - 2000 period. We document the introduction of monetarism, rational expectations, credibility, transparency, and other monetary policy ideas by Reserve Banks into the Federal Reserve System. We argue that the Reserve Banks were willing to support and develop new ideas due to internal reforms to the FOMC that Chairman William McChesney Martin implemented in the 1950s and the increased ties with academia that developed in this period. Furthermore, the Reserve Banks were able to succeed at this because of their private-public governance structure. We illustrate this with a time-consistency model in which a decentralized organization is better at producing new ideas than a centralized one. We argue that this role of the Reserve Banks is an important benefit of the Federal Reserve’s decentralized structure by allowing for more competition in formulating ideas and by reducing groupthink.
9
Cosio-Pascal, Enrique. The Debt Office and the Effective Debt Management Functions: An Institutional and Operational Framework. Inter-American Development Bank, October 2006. http://dx.doi.org/10.18235/0009210.
Анотація:
The paper aims to be a useful analytical and managerial support tool for the debt practitioners and for the academia. It provides an appropriate approach for developing countries, and offers a detailed and systematic blueprint in how to establishing an efficient Debt Management Office. This paper differentiates from other papers published on the subject at least in two aspects. The first one is the political relevance that is given to the decision making process as far as responsibility for fixing a global macroeconomic public debt management strategy is concerned. The second is that the approach is a functional analysis, that is, there is no need to have a specific structure for the debt office in order to analyse who and where the functions are carried out. The paper gives a clear and well-defined list of tasks for each one of the functions, and this leads to clear and structured functional responsibilities for the implementation of the back, middle and front office working organization structure. This paper is composed of five sections. The first one is an introduction to the concept of Effective Debt Management Functions. The second and the third are the description of the functions: the second for the Executive Functions, which are not necessarily a Debt Management Office (DMO) responsibility, and the third to the Operational Functions, which are the direct DMO responsibilities. The fourth section is devoted to the responsibilities that a DMO can be accountable for, that may vary from country to country. The last section addresses major issues on debt management, stressing the pragmatic analysis that the functional approach provides. There are two Annexes with open-ended lists of tasks for each one of the Effective Debt Management Functions.
10
Renshaw, Jonathan. Social Investment Funds and Indigenous Peoples. Inter-American Development Bank, June 2001. http://dx.doi.org/10.18235/0008880.
Анотація:
The aim of this paper is to offer a brief analysis of the social investment funds for indigenous people that have been financed by the Inter-American Development Bank (IDB) and to consider how far they have been effective in meeting the needs of indigenous people. This paper identifies two types of targeting mechanisms: 1) Inclusive funds that do not distinguish indigenous people from other sectors of society based on ethnicity; and 2) Exclusive funds or components intended only for the indigenous or ethnic population. The author discusses the merits of both approaches and identifies four factors that determine their effectiveness in reaching targeting goals: 1) Geographic isolation; 2) Social exclusion based on racial of ethnic prejudice; 3) Social and cultural factors including language, structures of authority and economic values; 4) The capacity of the indigenous organizations.