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The learning culture in a retail bank branch network.

  • Authors: Godbeer, Craig
  • Date: 2008-04-22T06:16:17Z
  • Subjects: organizational learning , organizational change , training of employees , Standard Bank Limited , banks and banking
  • Type: Thesis
  • Identifier: uj:8415 , http://hdl.handle.net/10210/257
  • Description: Organisations are changing rapidly due to the multitude of environmental factors and pressures with which they are faced. In order for them to remain current and competitive they need to constantly learning and adapting to these changes. Having learning entrenched into the culture of the organisation would ensure that it is always ready for change and that it is also able to move toward the state of a learning organisation. The Standard Bank of South Africa’s Retail Bank branch network was perceived as not having an adequate learning culture, as displayed by an apparent lack of focus and responsibility being taken for learning by employees. A literature review was conducted to better understand a number of fundamental concepts such as learning, culture and organisational learning, as well as the nature and meaning of what a learning culture is. The literature review was also used to identify key elements within organisations, which could be considered vital for the creation of a successful learning culture. It was these elements against which the SBSA Retail Bank branch network was to be measured against, during the course of an empirical study, to determine the nature and extent of their existing learning culture. The empirical study made use of a quantitative descriptive research design, due to the large numbers of SBSA employees involved, who were widely dispersed across the country. Two electronic questionnaires were placed on the SBSA Intranet site for one week, to cater for both managerial and non-managerial responses, and a response rate of 95% was achieved for both groups. The research data was given to Statkon, (Rand Afrikaans University’s statistical consultation department) for analysis. The results of this survey indicated that the Branch network do in fact have an established learning culture, however this needed to be further developed and improved to ensure a greater alignment to the elements identified in the literature review. Incorporating the recommendations that are proposed will assist this development and improvement of the existing learning culture further, as will by taking note of the learning culture strategy and implementation suggestions put forward. Further investigation will still be required for some of the learning culture aspects, to better understand their nature and situation, as well as their possible impact. Suggestions are also identified for possible further research, some of which relate to researching the finer relationships and trends within the SBSA Retail Bank branch network, such as demographic factors and the development of a comprehensive learning culture strategy. All of this is necessary to ensure the creating and sustaining of a learning culture that will support and facilitate the development of a learning organisation. , Hannelize Jacobs
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An assessment of the level of maturity of the competitive intelligence function within a South African retail bank.

  • Authors: Heppes, David Wayne
  • Date: 2008-04-22T06:16:35Z
  • Subjects: South Africa , competition , banks and banking , business intelligence
  • Type: Thesis
  • Identifier: uj:8447 , http://hdl.handle.net/10210/260
  • Description: This research is a study of the level of maturity of the Competitive Intelligence (CI) function within a South African retail bank. In particular it focussed on the level of maturity of the CI function as evidenced in the various elements of its CI function, namely the key information needs of CI users, CI deliverables and capabilities, analytical products, relationship with management, sources of information, personnel their skills and training as well as the period of time the CI function has been operational. The results indicated that the CI function as a whole was at a Mid-Level of maturity, with the underlying elements of the CI functions surveyed and the literature review being supportive of this finding. , Prof. A.S.A. du Toit
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Impact of Basel II on the South African banking system.

  • Authors: Jacobsohn, Oscar
  • Date: 2008-04-22T06:36:10Z
  • Subjects: banks and banking , management , banks and banking international , state supervision of banks , credit management , risk management , Basle Committee on banking supervision , International banking law
  • Type: Thesis
  • Identifier: uj:8548 , http://hdl.handle.net/10210/273
  • Description: The overall objective of this study was to determine the effect of Basel ll on the South African banking system through possible changes in the way in which a bank conducts its business. This purpose arose from the publication of the new Basel ll Framework on 26 June 2004, which has been adopted for implementation by the South African Reserve Bank. South Africa has set January 1, 2008 as the implementation date for Basel ll. The South African banks have mainly been focussing their efforts on becoming Basel ll compliant. Business line management and marketers have up until now not paid much attention to the likely impact of Basel ll on their markets and product offerings. A literature study was undertaken which included a review of the Basel ll Framework, impact studies and a review of the relevant literature on the topic. The Framework was analysed in order to determine the major impact themes. Once these impact themes were identified, the literature on those areas of impact was researched. The analysis of the Basel ll Framework identified three important themes that will have a significant impact on banks. There will firstly be an impact on market segments and product offerings. Secondly, there will be an internal impact on the banks in the form of increased costs, decision-making and capital management. The final theme identified was the global impact on the banks, especially regarding procyclicality and mergers and acquisitions. vii The research indicates that there will be both winners and losers. Banks that have large retail and mortgage exposures will benefit the most from Basel ll, whereas banks that have large exposures to sovereigns, banks and specialised lending portfolios will be negatively impacted. A capital charge for operational risk will mean that some areas such as corporate finance and asset management will be allocated capital, which was not the case under Basel l. Studies indicate that this new operational risk capital requirement more than outweighs any reduction in credit risk capital requirements. Customers that have high credit ratings are more likely to benefit from lower credit spreads. Similarly customers that have poor credit ratings can expect an increase in their pricing due to the higher capital requirements for these customers, unless they can provide a bank with ancillary revenues. Competition in the retail and mortgage markets will intensify due to the favourable capital requirements for these portfolios. The large South African banks will become takeover targets because of their large exposures to these markets. Basel ll will have a major impact on the way in which banks will do business in the future and as a result banks should view the implementation of the Framework as an opportunity to gain strategic advantages rather than just a compliance obligation. , Prof. A. Boessenkool
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The implementation of business process management in the retail banking sector.

  • Authors: Sarang, Sharifa
  • Date: 2008-04-24T12:36:24Z
  • Subjects: reengineering(management) , total quality management , banks and banking , bank management
  • Type: Thesis
  • Identifier: uj:6653 , http://hdl.handle.net/10210/305
  • Description: The principle aim of this study is to investigate the relationship between business process management and business performance, and the effectiveness of business process management in South African banking industry. This study has been undertaken with the specific objectives of understanding the difference between business process reengineering and business process management, whether business process management can be successfully implemented in a retail banking environment and, if so, how to implement and apply business process management in a banking industry in order to achieve business success. Banks are seeking to improve operational efficiencies, meet customer demands more quickly, and leverage existing technology investments. Business process management has the potential to deliver the benefits of process efficiency throughout all stages of a business process and to all areas of the organisation. Business process management focuses on business practices and management disciplines as the underlying enablers of a process-centric organisation The exploratory study was conducted to identify the process performance and readiness of a bank to implement business process management. , Prof. S. Kruger
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The assessment of new economy leadership impact amongst relationship managers in the banking industry.

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