Suksesbelewing by 'n finansiële instelling se seniorbestuur
- Authors: Labuschagne, Willem Jacobus Pieter
- Date: 2012-03-05
- Subjects: Success in business , Financial institutions management
- Type: Thesis
- Identifier: uj:2134 , http://hdl.handle.net/10210/4501
- Description: M.Phil. , The purpose of this essay was to identify the components of success from the literature and to test the components in practice to see to what extent each component formed part of the success experience of a financial institution's senior management. The result was evaluated from a Personal and Professional Leadership perspective. Attention was given to the concept 'success' by describing and explaining the concept. Possible Personal and Professional Leadership guidelines to experience success was investigated and recommendations were made to the financial institution in this regard. A quantitative and descriptive research strategy was followed. The primary research methods used in the study included a survey, word and concept analysis. A word and concept analysis of the word 'success' was undertaken, while a literature study was conducted, to investigate current data documented on the subject of success. A questionairre was developed to determine the success experience of the senior managers of a financial institution. The data was analysed, compared and interpreted. The most important findings of the study are as follows: • From the literature study and the empirical results of the investigation it was found that success is not necessary prosperity or money. Although money can be an advantage it does not guarantee sustainable success. • Success is not a single component for example accomplishment or achievement. Success asks for a holistic approach constituted multiple components. From the literature, 31 components of success were identified. To experience true success balance in terms of all the life dimensions is required. • Three success factors were identified in this study. The first factor is about the "inside-out" success experience (intrinsic factor). The second factor is an "outside-in" success experience (extrinsic factor). Both factors must be acknowledged in success aspirations. The third factor is a PPL-factor. Taking action is a result of the "insideout" factor. This component is calculated, well thought through and based on an awareness of who I am; where I'm going, and why I am going there. It also includes viii • knowledge about my purpose in life, understanding my potential and realising my potensial. This action should further be build around the individual's character and principles. • Success is primarily not happiness. Success and happiness is not a goal to be achieved but a byproduct of that which is longed for. • Success is not power or influence. You could achieve success in this regard by reaching a certain position at work ant think that you have arrived. This position does not indemnify you from an empty and unfulfilled feeling. • Success is not achievement and can not only be measured against achievement alone. • Success is a journey. How do I use each day? Do I make the best of each opportunity? Do I see the opportunity around me? Do I take the necessary action? • More than two thirds of the respondents linked success with the realisation of their goals, the reaching of certain milestones, living in balance with their life dimensions. • Respondents that are 37 and older is more inclined to experience success in their emotional life in contrast with those under 37 years. • Very happy people are more inclined to experience success in terms of their social end emotional life than people that are fairly happy. From this study, it can be concluded that one must know what success is in order to achieve it. There is as many definitions of success as there are people thinking about it. Success in one area of your life does not mean overall success. Balance in all the different life dimensions of life is essential. You must know who you are, where you stand with yourself, what you would like to do and take the necessary steps to get there. All these aspects are based on the principles of Personal and Professional Leadership. The conclusion can thus be made that PPL can make an important contribution to experience success in a balanced way.
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A risk management system for the international services marketing division of a financial institution
- Authors: Swanepoel, André Pieter
- Date: 2011-12-06
- Subjects: ABSA Bank , Risk management , Financial institutions management
- Type: Mini-Dissertation
- Identifier: uj:1856 , http://hdl.handle.net/10210/4213
- Description: M.Comm. , The International Banking division of Absa has an administrative as well as a sales aspect forming the basis of services delivered to the banking customer. For the administrative aspect a risk management system along with audit methodology have been implemented whilst for the Sales aspect no control procedure have been applied at all. The purpose of this dissertation therefore was to put forward a risk management system which could be applied to the International Services Marketing division of a Financial Institution like Absa. This was achieved by performing a literature study of risk management applied in the financial industry in order to identify relevant risks and relating it to the International Banking division and its sales process to design an adequate risk management system. The system was designed and implemented with relative ease although sceptism contrived to some teething problems. However, in a joint effort to mitigate risk all obstacles in the application of the system were removed, resulting in a successful risk and control analysis being performed along with implementing risk management plans. The system has been applied in the local as well as several African financial industries with great success in mitigating risk relevant to the International Banking Sales divisions of the financial institutions. The emphasis is now on implementation in more developed (western) financial industries where Absa has several subsidiaries as well as the design of audit methodology for the relevant divisions.
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