ORGANIZING
Askari Bank’s Organizational Design is bureaucratic because it is principally owned by the army and its working methods are directed by the board members of the bank.
COMMENTS ON ASKARI BANK’S STRUCTURE
Askari Bank 's structure is straightforward yet tall. The organization is predominant in this structure as it is owned by the armed force. All the power lies with the Board of Directors who dwell at the highest point of the structure. The level of formalization and work specialization is high. The decison making is brought together and is done by the board members. The compass of control is slender i.e. each superior has close to 7 laborers and carries out close supervision of them. The Bank 's Structure is adjusted to the way
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The correspondence streams all over the structure from bosses to workers and the other way round. Supporting business capacities report to their particular Group Heads/Country Heads/Executive officers, who then report to the President and CEO and they further answer to the Board of Directors. In such a work specific environment where jobs are assembled in different divisions, each part is a master and reports to his/her superior.
CHAIN OF COMMAND
The power flows from the Board of Directors of the bank down to the subordinate levels.
SPAN OF CONTROL
Askari Bank has a narrow of control as a result of division of work processes. The quantity of workers per superior is not more than 7. Each predominant carries out detailed supervision of his/her subordinates and is in charge of their workings, i.e. branch administrator at branch level, range director at zone level and local operational head at territorial level.
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Preparing objectives were resolved in light of very much characterized training need assessment (TNA) methods as imagined in the general key arrangement of the bank. The reason for preparing is to keep workers abilities and capacities up-to-date which goes about as a motivational instrument and builds their assurance. The present examination framework depends on worker execution and commitment towards accomplishing the Banks aims and
Prior to Fuller’s transfer, management at the Carson’s location was poorly run using the classical approach. While this approach can be successful, management has to find a good middle ground between caring for the company and caring about their employees. A traditional classical approach recognizes that there are five important factors to running a successful business (Miller, 19). According to text, these factors are planning, organizing, command, coordination and control (Miller, 19-20). These factors can be seen when you look at Third Bank as a whole. In the study, the CEO saw the issues in his company and put a plan together to improve. He had meetings with management, like fuller, to organize a solution. He then commanded all locations
They are considered to be top level, middle level and first level each one of these managerial levels are considered to be known as a hierarchy which is ranked in order of importance. In accordance to these different levels of management they are put in place to give emphasis on the roles and responsibilities that they must accomplish on the job to hold their positions. Even though these changes are occurring managerial hierarchy seems to be and increasing using teams to outsource and spread out the use of structure in
worked their way up the company. A manager knows how each layer of the system works
The structure of employees at the company forms a simple organizational framework. The organization is led by a manager in charge of all the employees. Under his is the Store Cashier who handles financing and payments from the customers. Cashiers must be knowledgeable in the prices of the different products as well as the price and works with the Assistant Store Manager. The last level is the level of sales Associate who provide outstanding customer service for the company along with teams of merchandisers.
The Company observes the practice of decentralization where the responsibility and authority in all decision-making for the divisions’ operations lie in its respective division managers, except those relating to overall company policy.
Looking at IKEA’s organisational structure, the chain of command shows a clear line for messages within functional departments, so therefore; it leads to good communication. For example, looking at the organisational structure of IKEA, there is a clear communication within a human resources department. However, the chain of command is very long from the top to the bottom of the organisation because, there are too many levels of management. This will lead to poor communication. For example, it takes decisions a long time to reach the workers at the bottom of the organisation structure.
The control environment is a very important part of businesses because it is the foundation of the internal controls. It determines whether the ethical values, procedures and rules that provide reasonable assurance control objectives are met. If a business has a poor control environment, their business will not last very long, like Barings Bank.
The foremost challenge was the seamless promotion of the existing banking system and channels for the installation of new state-of-art IT infrastructure. In this regard, the changes made to the structure and functioning of the financial institution challenged the regulatory structure of the bank.
In this case study it was stated that there were a problem happen in the outsourcing for the Royal Bank of Scotland. What happen was there were an error that happen during the routine software upgrade that cause million of that bank customer cant access to their account. The error happen when one junior technician in India was accidently wiped all the information during the routine software upgrade. The member of staff that was working under the program for the Royal Bank of Scotland, NatWest and Ulster Bank and it was based in Hyderabad, India.
Historical function of the investment banks in Malaysia. Discuss the function of banks as early as in the 50s-60s and make comparison with the 70s & 80s as well as what is new in the year of millennium.
In this present century the corporate world is moving towards turning into one entity with all the progressions and advancements in the innovation and exchange. The spine to this is been the corporate world, which runs all the organizations ranging from the large companies to small scale with enormous number of its representatives. I firmly accept that achievement of corporates lies in overseeing its representatives for which incredible managerial correspondence expertise is an absolute necessity.
As long as there has been work to do, there has been an organizational structure to make sure that it gets done in the way that it was planned. Some organizations are small so that a simpler structure with face-to-face communication works best. In this type of organization a formal structure is not necessary. In larger organizations, decisions have to be made, so a structure is created to assign responsibilities and delegate tasks. In an organization of any size or complexity, employees' responsibilities are typically defined by their role and their reporting relationship. These definitions are assigned to positions in the organization rather than to specific individuals. (Fisher, 2000)
Helps in proper delegation of duties to subordinates and workers: Only when there is good communication, it will be possible to allocate duties to the subordinates and workers easily and promptly. Time delays will be avoided. The workers and subordinates can be delegated with the work to be done and they can also be educated by proper communication about the requirements from them in completing the work. The schedule can be informed to them so that they can manage and complete the work well ahead of time. All these are possible only when there is proper communication between the manager and his
Organizations, much like people, come in all shapes and sizes. While they may differ in values, beliefs, and purposes, the majority of businesses have similar organizational structures. The most common being a hierarchical structure. This structure is typically composed of at least three levels of management which include top management, middle management, and first-line management. Although all three types of managers contribute to planning, organizing, leading, and controlling the organization; they differ in the way they influence these functions. In addition, each level has different types of job positions and responsibilities which will now be discussed in detail.
The Traditional Theory of Banking In this paper author review the traditional theory of banking and attempt to examine the theoretical reasons for why banks exist. As a financial intermediation, the natures of the banks are to provide financial services and conduct the intermediary functions in the whole financial system by accepting deposits and making loans. The question raised here are how they conduct these roles and why the borrowers and lenders do not come together without the banks for the saving of intermediation costs, why both of the two parties are ready to pay for their services and what’s the value added by the banks? The paper proceeds as follows. Section 2 offers a traditional view of banks and describes the nature of them.