Comparative analysis of decentralised and centralised operating model in retail banking global transactional services
- Authors: Mpala, Taurai Culbert , Chiloane, P. Thabo
- Date: 2014-06-20
- Subjects: Banks and banking , Decentralization in management
- Type: Thesis
- Identifier: uj:11558 , http://hdl.handle.net/10210/11265
- Description: M.Com. (Business Management) , The Global Transactions Services (GTS) business unit was established alongside the Rand Merchant Bank (RMB) brand reporting into a Corporate and Investment Banking Board. GTS has been mandated to deliver global cash management, trade and custody services and account services to large corporates in the jurisdictions where FirstRand operates. Technology advances in centralising operating structures, have made it possible for GTS to centralise back office operations to a few locations within the country as witnessed by Global banks like Citigroup. The research problem therefore was to evaluate and identify the strengths as well as shortfalls of the current decentralised operating model versus a proposed approach towards a centralised operating model within the GTS business unit; focusing on investigating whether outsourcing IT operations and technology would create efficiencies, attract skilled employees and technological advancement to the division. Primary objective of the research was to evaluate the current decentralised operating model. Secondary objective was to evaluate the gains associated with implementing a central operating model against the gains currently derived from the decentralised operating model. The findings derived from the study suggest that: (i) There is a misalignment between the business strategy and IT strategy within the current operating model resulting in IT playing a supporting role and not an enabling role in the business strategy formulation and implementation. (ii) The bank does not engage in an on-going activity to evaluate processes, procedures and technology making it difficult to streamline and automate processes resulting in a lot of manual processing. (iii) The bank lacks the internal capabilities required to introduce automated processes which will reduce manual interventions; (iv) Existence of Silos in the business prevent the business from taking advantage of benefits brought about by economies of scale, cross skilling, knowledge sharing, straight through processing and ultimately economies of scope benefits
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Business process design as a shared services enabler
- Authors: Khonjelwayo, Bongani
- Date: 2013-05-01
- Subjects: Reengineering (Management) , Decentralization in management , Shared services (Management) , Eskom (Firm)
- Type: Mini-Dissertation
- Identifier: uj:7492 , http://hdl.handle.net/10210/8350
- Description: M.Comm. (Business Management) , A lot of work has been done to implement a shared services model in various corporations as means to improve productivity, reduce operational costs and improve customer satisfaction. By combining services that are performed by different units within an organisation into a single business unit that allows each business unit to access those services, companies have been able to attain some of the benefits mentioned above. Process design is one of the critical activities that have to be performed to implement a shared services unit. Some companies, however, have not been able to optimally design processes in a way that adds value to the performance of a shared services unit. This study is a case study that explored how business process design could be utilised as an enabler to improve the performance of the Eskom Finance and Procurement Unit at Eskom Megawatt Park, in Johannesburg. Through an explorative study of the shared services process design project, the researcher studied how the processes were designed and implemented for the Eskom Finance and Procurement Shared Services. The study was able to identify important process design structures and principles, tools, and techniques that can be utilised to optimally design processes for a shared services unit. It also evaluated process design activities and processes to identify the gaps in process design as well to understand the impact of process design on Eskom.
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Investigating ways to improve management shared services at the Council for Scientific and Industrial Research, South Africa
- Authors: Maabe, Simon S.
- Date: 2013-11-21
- Subjects: Shared services (Management) - South Africa , CSIR (South Africa) , Reengineering (Management) - South Africa , Decentralization in management
- Type: Thesis
- Identifier: uj:7776 , http://hdl.handle.net/10210/8671
- Description: M.Tech. (Construction Management) , This research provides an overview of intra-organisational centralised/decentralised structures and inter-organisational consortia. It then aims to provide a theoretical explanation of Management Shared Services, prior to providing case study evidence of management shared services performance and proposed areas of improvement, comprising business units and services departments of the Council for Scientific and Industrial Research. The research provides empirical evidence of the proposed improvement areas of selected processes of management shared services as a viable structural option for improving services provided to the business units and a starter to currently untapped reservoir of potential research. It suggests an additional improvement options to be considered in determining the optimum management shared services model and to provide business case evidence and suggestions for optimum usage of the management shared services. The research assessed the actual level of performance of Management Shared Services Unit in order to provide a basis on which to identify potentials for efficiently improving and optimising existing Management Shared Services Unit. The research identified two areas as success areas in the current set-up and six other areas as requiring improvement if Management Shared Services Unit is to serve the purpose of providing non-core services to the Business Units. The first area of success is the organisation, governance and compliance in the Management Shared Services Unit. The second is in the area systems and technology. The areas identified by research as requiring improvement are strategy, customer relations, human resources, business processes, performance management and continuous improvement.
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'n Gedesentraliseerde organisasie-ontwerp vir verpleegdiensbestuur.
- Authors: Herselman, Maria Catharina
- Date: 2014-06-10
- Subjects: Nursing services - Administration - Evaluation. , Nurses - Attitudes , Decentralization in management
- Type: Thesis
- Identifier: uj:11437 , http://hdl.handle.net/10210/11133
- Description: M.Cur. (Nursing Management) , In this study two decentralised organisation designs in nursing management are investigated. The purpose of the study was to investigate the effect of two different designs (the territorial matrix) on the attitudes and perceptions of nurses towards their work. A descriptive multiphase investigation was done. In the first phase the attitudes and perceptions of nurses in the territorial design were investigated by using the Michigan Organisational Assessment Scale. In the second phase the territorial design was changed to a nursing matrix design. In the third phase the attitudes and perceptions of nurses were retested by again using the Michigan Organisational Assessment Scale. The fourth phase was used to compare the results gathered in the first and third phases. Phase five was used to describe the two designs by means of a systems analysis. An analysis of the data showed that the operational hypothesis can be accepted, because nurses' attitudes and perceptions were more positive in the matrix design than those in the territorial design. This study was not meant for generalisation purposes, but is a descriptive research method to record the effects of nursing service design on the attitudes and perceptions of nurses.This study is also an effort to describe and document a modern organisational design in nursing management.
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