Paper代寫范例：Overview Of The Firstbank Nigeria Plc
Paper代寫范例-尼日利亞第一銀行概述。本文是一篇留學生paper寫作范文，主要內(nèi)容是講述FIRSTBANK Nigeria Plc是尼日利亞歷史最悠久的金融機構(gòu)之一，也是尼日利亞最大的零售貸款機構(gòu)，也是第一家在西非成立的銀行。該銀行于1894年3月在利物浦成立為有限責任公司，名稱為英屬西非銀行。該銀行于1971年3月在尼日利亞證券交易所（NSE）上市，之后于1979年收購了其名稱——尼日利亞第一銀行。在2005年CBN引發(fā)的全行業(yè)整合之后，該銀行收購了其商業(yè)銀行子公司FBN merchant Banker ltd和MBC國際銀行股份有限公司。第一銀行在英國設有子公司，在巴黎設有分行，在南非、中國和迪拜設有代表處，提供離岸金融服務。目前，該銀行的資產(chǎn)超過1000億奈拉。下面就一起來看一下這篇Paper代寫范例的具體內(nèi)容。
FIRSTBANK Nigeria Plc is one of the oldest financial institutions and indeed the largest retail lender in Nigeria, it’s the 1st bank to be established in West Africa. The bank was incorporated in Liverpool as a Limited Liability company in March 1894 with the name Bank of British West Africa. The bank was listed on the Nigerian Stock exchange (NSE) in March 1971 after which it acquired its name – First Bank of Nigeria in 1979. Following the CBN induced industry-wide consolidation in 2005 the bank acquired its merchant banking subsidiary, FBN Merchant Banker ltd and MBC int’l Bank Plc. FirstBank maintains a subsidiary in United Kingdom which has a branch in Paris, the bank also has representative offices in South Africa, China and Dubai through which it offers offshore financial services. Presently the Bank’s assets are in excess of N100billion.
FIRSTBANK Nigeria Plc是尼日利亞歷史最悠久的金融機構(gòu)之一，也是尼日利亞最大的零售貸款機構(gòu)，也是第一家在西非成立的銀行。該銀行于1894年3月在利物浦成立為有限責任公司，名稱為英屬西非銀行。該銀行于1971年3月在尼日利亞證券交易所（NSE）上市，之后于1979年收購了其名稱——尼日利亞第一銀行。在2005年CBN引發(fā)的全行業(yè)整合之后，該銀行收購了其商業(yè)銀行子公司FBN merchant Banker ltd和MBC國際銀行股份有限公司。第一銀行在英國設有子公司，在巴黎設有分行，在南非、中國和迪拜設有代表處，提供離岸金融服務。目前，該銀行的資產(chǎn)超過1000億奈拉。
1.2 THE NATURE AND SIZE
FIRSTBANK as a leading commercial bank has the largest network of branches in the country, over the years the bank has continually reviewed its organizational structure and corporate identity in line with changing financial environment. Known for its uniqueness for being dependably dynamic and stability, 1st Bank has made for its self a name, a brand goodwill associated with fidelity and safety of funds.
Being a key player in the nation’s financial-banking sector, Firstbank delivers a wide range of financial services to its numerous customers; the bank is well known for innovative changes in technological device and service delivery. Being the first bank to introduce a Biometric ATM i.e. an ATM machine that uses both pin no selection and finger prints to identify transaction buttresses this point. The bank through its acquired subsidiaries also provide other financial services and they include, insurance policies, housing schemes, asset portfolio management.
1.3 PRODUCTS AND SERVICES
FIRSTBANK offers a wide range of wholesale, retail and consumer banking products and services in ensuring that it keeps true to its name as the 1st bank of choice in the country,. Our products include:
?? CONSUMER BANKING: Generic Savings Account, Current Account, First Premium Term Deposit, First Savings Plus Account, First Hifi (Children) Account, First Current Plus Current Account(with zero COT), FIRST Current Business Account, First Dom Account, First Instant Savings
Account. All accounts have the flexibility of over the counter withdrawals given the new CBN policy, ATM cards, Dividend warrants lodgment and access to E-Banking services.
?? WHOLESALE BANKING: The services and products therein are further divided into
ASSET PRODUCTS: They include- Term loans, Overdraft, Oil and Gas contract finance(OGCF), Bankers’ Acceptance, Commercial Papers, Bills Discounting, Project Finance, Equipment Leasing etc,
INTERNATIONAL TRADE FINACE: Includes but not limited to- Import finance, Export Finance, Clean lineconfirmation, Letters of Credit, Bills for Collection, Forex Trading Invisible RemittancesPayment for Services.
?? E- BANKING:
First Online which allows you to transact business online at the comfort or your home or offices.
First Alert-Instant notification on your account
First Mobile-Access to your account through you phone, it includes buying of airtime and payment of utility bills.
First Pay and First Collect-effect payment and several collection to and from your merchants.
FIRST CARDS : Debit and Credit cards which include- MasterCard, FirstBank Naira MasterCard, First Cash Card, Visa Card (Gold, Classic and Infinite), Visa Credit Card. Notice that all cards issued by the bank comes with FIRSTBANK brand name- FIRST
FIGURE 1C:UsersDanielDesktopCYNTHIAFirstBank MasterCard.jpg
C:UersDanielDesktopCYNTHIAVISA_GOLD2.gif C:UsersDanielDesktopCYNTHIAFirstCash Card.jpg
?? MONEY TRANSFER: FIRSTBANK offers funds transfer services locally and internationally through mediums like- First Domestic Transfer, Western Union, Money Gram and RIA.
?? OTHER SERVICES: Other services rendered by the bank includes- Agricultural Financing, FIRST Diaspora banking services for Nigerians in Diaspora and Bills Payment for prompt settlement of utility bills(e.g. PHCN, Water and DSTV)
1.4 VISION, MISSION AND ESSENCE
Vision: “To be the clear leader and Nigeria’s bank of first choice”
Mission: “To remain true to our name by providing the best financial services possible”
Essence: The DNA of the FirstBank brand lies in its strength, size and dependability, typified by its brand icon, the African Elephant. Our brand essence is therefore Dependably Dynamic which is a holistic representation of our past, present and the future of FirstBank.
1.5 CORE VALUES
The core values of FirstBank are coined in an acronym for quick recall and living by the guiding principle – TELL& SPIC
Team Work – Everyday a better way, the team spirit is embedded in our culture as the best possible way to work.
Ethics – The good will of the bank is to be maintained as you deal with both internal and external customers, ensuring that the client leaves your office satisfied.
Loyalty – the essence of brand name and its very existence evolves in loyalty to our customers, Firstbank has been in existence for generations and loyalty to our customers is what makes us tick.
Superior Performance – To strengthen the bank’s brand, leverage and upscale the customers’ experience through delivery of excellent services.
Professionalism – To revolutionize the Bank’s operations in line with the dynamics of the operating environment while ensuring that we provide the best financial services unmatched.
Integrity – Adopt high ethical values to guide the conduct of all banking business and transactions in conformity with all relevant regulatory requirements.
Customer Centricity – The customer is the king and the reason we are in business, their demands should be met in line with bank’s policy
1.6 OUR BRAND PILLARS
LEADERSHIP – Our statusability as truly the 1st and No1
SAFETY&SECURITY- Security of fundsInvestments, job security, Integrity.
ENTERPRISE – Resourcefulness, Tenacity
SERVICE EXCELLENCE – Efficiency, Performance focused, Reliability, Accessibility
2.0 PLANNING
This chapter focuses on goal setting, study plan, expected difficulties to be encountered in data collection and plan to overcome these challenges.
2.1 OBJECTIVE OF THE ORGANISATIONAL ANALYSIS
The objective of the organizational analysis is to specifically examine the current state of the Bank’s operational and structural framework, analyse the functional units and the interface relations and also recommend ways of improving the interface relations.
2.2 GOAL SETTING
Goals setting involves establishing specific, measurable, achievable, realistic and time-framed (S.M.A.R.T ) target by an individual or organization. Goal focuses attention towards goal-relevant activities, revealing the objectives and strategies in which the goals can be met. Figure 1 below is the structured project plan for the organisational analysis.
1.2性質(zhì)和規(guī)模
FIRSTBANK作為一家領先的商業(yè)銀行，擁有全國最大的分行網(wǎng)絡，多年來，該銀行不斷根據(jù)不斷變化的金融環(huán)境審查其組織結(jié)構(gòu)和企業(yè)身份。第一銀行以其可靠的動態(tài)和穩(wěn)定性而聞名，它為自己樹立了一個品牌聲譽，一個與資金的忠誠度和安全性相關的品牌商譽。
作為國家金融銀行業(yè)的關鍵參與者，第一銀行為其眾多客戶提供廣泛的金融服務；該銀行以在技術(shù)設備和服務提供方面的創(chuàng)新變化而聞名。作為第一家引入生物識別ATM的銀行，即一種使用無針選擇和指紋識別交易的ATM機，支持了這一點。該銀行還通過其收購的子公司提供其他金融服務，包括保險單、住房計劃、資產(chǎn)組合管理。
1.3產(chǎn)品和服務
FIRSTBANK提供廣泛的批發(fā)、零售和消費銀行產(chǎn)品和服務，以確保其作為國內(nèi)第一家首選銀行的聲譽，。我們的產(chǎn)品包括：
?~消費者銀行：普通儲蓄賬戶、活期賬戶、首次高級定期存款、首次儲蓄+賬戶、首次高保真（兒童）賬戶、首次活期+活期賬戶（無COT）、首次活期商業(yè)賬戶、首次Dom賬戶、首次即時儲蓄
賬戶考慮到新的CBN政策、ATM卡、股息憑證歸檔和電子銀行服務，所有賬戶都可以靈活地進行柜臺提款。
?~批發(fā)銀行：其中的服務和產(chǎn)品進一步分為
資產(chǎn)產(chǎn)品：包括定期貸款、透支、石油和天然氣合同融資（OGCF）、銀行承兌匯票、商業(yè)票據(jù)、票據(jù)貼現(xiàn)、項目融資、設備租賃等，
國際貿(mào)易融資：包括但不限于-進口融資、出口融資、無息保兌、信用證、托收票據(jù)、外匯交易無形匯款服務付款。
?~E-銀行：
First Online允許您在舒適的家中或辦公室進行在線交易。
首次提醒您帳戶上的即時通知
首次通過手機訪問您的賬戶，包括購買通話時間和支付水電費。
首次付款和首次收款效果付款和多次收款到您的商家。
第一張卡：借記卡和信用卡，包括-萬事達卡，第一銀行奈拉萬事達卡，首次現(xiàn)金卡，Visa卡（黃金，經(jīng)典和無限），Visa信用卡。請注意，銀行發(fā)行的所有卡都帶有FIRSTBANK品牌名稱-FIRST
圖1C:UsersDanielDesktopCYNTHIAFirstBank MasterCard.jpg
C： UersDanielDesktopCYNTHIAVISA_GOLD2.gif C:用戶丹尼爾桌面CYNTHIAFirstCashCard.jpg
?~匯款：FIRSTBANK通過First Domestic TRANSFER、Western Union、MONEY Gram和RIA等媒介在當?shù)睾蛧H上提供資金轉(zhuǎn)賬服務。
?~其他服務：銀行提供的其他服務包括-農(nóng)業(yè)融資、為散居尼日利亞人提供的首次散居銀行服務以及及時結(jié)算水電費的賬單支付（如PHCN、水利和DSTV）
1.4愿景、使命和本質(zhì)
愿景：“成為明確的領導者和尼日利亞的首選銀行”
使命：“通過提供盡可能好的金融服務，忠于我們的名義”
本質(zhì)：第一銀行品牌的DNA在于其實力、規(guī)模和可靠性，以其品牌偶像非洲大象為代表。因此，我們的品牌本質(zhì)是可靠的動態(tài)，這是第一銀行過去、現(xiàn)在和未來的整體體現(xiàn)。
1.5核心價值觀
FirstBank的核心價值觀是在快速回憶和遵循指導原則（TELL和SPIC）的首字母縮寫中創(chuàng)造的
團隊合作——每天都是一種更好的方式，團隊精神作為最好的工作方式植根于我們的文化中。
道德——在與內(nèi)部和外部客戶打交道時，要保持銀行的良好意愿，確保客戶滿意地離開辦公室。
忠誠度——品牌名稱的本質(zhì)及其存在本身就是在對客戶的忠誠度中演變而來的，第一銀行已經(jīng)存在了幾代人，對客戶的忠誠是我們的動力。
卓越的業(yè)績——通過提供卓越的服務來加強銀行的品牌，利用和提升客戶的體驗。
專業(yè)性——根據(jù)運營環(huán)境的動態(tài)，徹底改變銀行的運營，同時確保我們提供無與倫比的最佳金融服務。
誠信——采用高度的道德價值觀來指導所有銀行業(yè)務和交易的開展，使其符合所有相關的監(jiān)管要求。
以客戶為中心——客戶是國王，也是我們開展業(yè)務的原因，他們的需求應該按照銀行的政策得到滿足
1.6我們的品牌支柱
領導力——我們作為第一和第一的地位
安全保障-資金安全投資、工作保障、誠信。
企業(yè)——足智多謀、堅韌不拔
卓越的服務–效率、注重性能、可靠性、可訪問性
2.0規(guī)劃
本章重點介紹了目標設定、研究計劃、數(shù)據(jù)收集中預計會遇到的困難以及克服這些挑戰(zhàn)的計劃。
2.1組織分析的目標
組織分析的目的是具體檢查銀行運營和結(jié)構(gòu)框架的現(xiàn)狀，分析職能部門和接口關系，并提出改善接口關系的方法。
2.2目標設定
目標設定包括由個人或組織制定具體的、可衡量的、可實現(xiàn)的、現(xiàn)實的和有時限的（S.M.A.R.T）目標。目標將注意力集中在與目標相關的活動上，揭示可以實現(xiàn)目標的目標和戰(zhàn)略。下面的圖1是組織分析的結(jié)構(gòu)化項目計劃。
Activity
Timeline
20-Jun-12
22-Jun-12
24-Jun-12
26-Jun-12
28-Jun-12
30-Jun-12
2-July-12
4-July-12
8-July-12
10-July-12
12-July-12
14-July-12
16-July-12
18-July-12
22-July-12
Review of BSN course material
Data Gathering
Data compilation
Report writing
Draft Report Review
Sub-set meeting Review
Update report
Draft submission to set adviser
Correction and final submission
Figure 2: Project Plan
–
2.3 PROJECT PLAN
Reviewing of the BSN course materials and EBSCO database to understand theory on organisational structures, data collection method and research report writing style.
The internet (Google search and Wikipedia) comes in very handy in enhancing project plan.
The objective of the data collection stage of the project is to gather relevant and accurate information, to obtain the participation and co-operation of the appropriate target population and to facilitate the collection and analysis of data. The targeted populations are staff of the functional units, staff of hub branches, heads of the functional units (department) and some strategic business units and staff of Human Capital Management- Head Office. The medium to achieve this includes- Informal Interviews, telephone survey, one-on-one chats with some members of the targeted population e.g. the heads of departments and staff of the Human Capital management because of their exigent duties. All perceived sensitive questions would be handled through interviews (which are not formal) and not written questionnaires.
The FirstBank Intranet and internet website will be used extensively to gather information on functional units and organizational structure while personal visits to the Head Office and hub branches will be utilized to objectively gather information on functions of various departments, interface relations and recommendations for improvement of the interface relations.
Data compilation stage will include analyzing data collected and reviewing information from subset meetings and research report writing.
Report writing stage would involve applying the reviewed data gained from the various materials and extraction of relevant information from FIRSTBANK intranet and periodic publications. Data structuring and report preparation will also be done at this stage.
Reviewed responses from telephone calls and outcomes of informal interviews
Discussed challenges with Set Advisor at subset meeting and via phone calls.
Update and revised document with necessary corrections.
2.4 DIFFICULTIES TO BE ENCOUNTERED IN DATA COLLECTION
Questionnaires could not be used because of the bank’s policy on bulk mails or questionnaires related to work and business environment hence adequate data collection seemed impossible.
Network challenges when accessing both the internet and the Bank’s intranet.
Time constraint and the busy schedule of visited staff will also be a limitation.
Insufficient time due to researcher’s official duties.
2.5 PLAN TO OVERCOME THESE DIFFICULTIES
All perceived sensitive questions would be handled through interviews and not written questionnaires.
Extra hours to be dedicated for accessing the Bank’s intranet while a substitute internet modem was purchased to curb congestion or delays on web hosts.
Personal interviews will be conducted for staff with busy schedule, telephone calls and communication chat applications were also utilized for other staff
Ensure proper time management.
3.0 ORGANISATIONAL STRUCTURE AND CULTURE
This chapter focuses on the theories of organisational structure and organisational culture.
3.1 ORGANISATIONAL STRUCTURE
Organisations exist to achieve goals; these goals are broken down into tasks as the basis for jobs.
The term organisational structure therefore refers to the formal configuration between individuals and groups regarding the allocation of tasks, responsibilities, and authority within the organization (Galbraith, 1987; Greenberg, 2011). Said differently, – The framework, typically hierarchical, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. (Business Dictionary-Google).
The structure of the organization can be defined simply as the sum total of ways in which its labour is divided into distinct tasks and the its coordination is achieved among these tasks /(Mintzberg 1983a)
Very early organizational structures were often based either on product or function (Oliveira & Takahashi, 2012). Others moved beyond these early approaches and examined the relationship between organizational strategy and structure (Brickley, Smith, Zimmerman, & Willett, 2002).
This approach began with the landmark work of Alfred Chandler (1962, 2003), who traced the historical development of some companies, He concluded from his study that an organization’s strategy tends to influence its structure. He suggests that strategy indirectly determines such variables as the organization’s tasks technology, and environments, and each of these influences the structure of the organization.
More recently, social scientists have augmented Chandler’s thesis by contending that an organization’s strategy determines its environment, technology, and tasks. These variables, coupled with growth rates and power distribution, affect organisational structure. The Organisational structure as argued by Alfred Chandler can be seen in FIRSTBANK structure which was changed recently to suit the Bank’s intended strategy. The Bank in Oct 2010 had embarked on a re-structuring of its entire operational system and workforce, we can therefore deduce that Strategy determines organizational structure.
活動
日程表
2012年6月20日
2012年6月22日
2012年6月24日
2012年6月26日
2012年6月28日
2012年6月30日
2012年7月2日
2012年7月4日
2012年7月8日
2012年7月10日
2012年7月12日
2012年7月14日
2012年7月16日
2012年7月18日
2012年7月22日
BSN課程材料審查
數(shù)據(jù)收集
數(shù)據(jù)匯編
報告編寫
報告草稿審查
子集會議評審
更新報告
提交給設定顧問的草案
更正和最終提交
圖2：項目計劃
–
2.3項目計劃
審查BSN課程材料和EBSCO數(shù)據(jù)庫，以了解組織結(jié)構(gòu)、數(shù)據(jù)收集方法和研究報告寫作風格的理論。
互聯(lián)網(wǎng)（谷歌搜索和維基百科）在加強項目計劃方面非常方便。
該項目數(shù)據(jù)收集階段的目標是收集相關和準確的信息，獲得適當目標人群的參與和合作，并促進數(shù)據(jù)的收集和分析。目標人群是職能部門的工作人員、樞紐分支機構(gòu)的工作人員，職能部門（部門）和一些戰(zhàn)略業(yè)務部門的負責人以及總部人力資本管理的工作人員。實現(xiàn)這一目標的媒介包括：與目標人群中的一些成員進行非正式訪談、電話調(diào)查、一對一聊天，例如部門負責人和人力資本管理部門的工作人員，因為他們的緊急職責。所有被認為敏感的問題都將通過面談（不是正式的）而不是書面問卷來處理。
第一銀行的內(nèi)聯(lián)網(wǎng)和互聯(lián)網(wǎng)網(wǎng)站將廣泛用于收集有關職能部門和組織結(jié)構(gòu)的信息，同時將利用對總行和樞紐分行的個人訪問，客觀地收集有關各部門職能、接口關系的信息以及改善接口關系的建議。
數(shù)據(jù)匯編階段將包括分析收集的數(shù)據(jù)，審查子集會議和研究報告撰寫中的信息。
報告撰寫階段將涉及應用從各種材料中獲得的審查數(shù)據(jù)，并從FIRSTBANK內(nèi)部網(wǎng)和定期出版物中提取相關信息。數(shù)據(jù)結(jié)構(gòu)和報告編制也將在這一階段完成。
審查了電話回復和非正式訪談結(jié)果
在子集會議上和通過電話與Set Advisor討論了挑戰(zhàn)。
對文件進行更新和修訂，并進行必要的更正。
2.4數(shù)據(jù)收集中遇到的困難
由于銀行對大量郵件或與工作和商業(yè)環(huán)境有關的問卷的政策，問卷無法使用，因此似乎不可能進行充分的數(shù)據(jù)收集。
訪問互聯(lián)網(wǎng)和銀行內(nèi)部網(wǎng)時的網(wǎng)絡挑戰(zhàn)。
時間限制和受訪工作人員的繁忙日程也將受到限制。
由于研究人員的公務，時間不足。
2.5克服這些困難的計劃
所有被認為敏感的問題都將通過訪談而不是書面問卷來處理。
額外的時間用于訪問銀行的內(nèi)部網(wǎng)，同時購買了一個替代的互聯(lián)網(wǎng)調(diào)制解調(diào)器，以遏制網(wǎng)絡主機的擁塞或延遲。
將對日程繁忙的工作人員進行個人面試，還將對其他工作人員使用電話和通信聊天應用程序
確保適當?shù)臅r間管理。
3.0組織結(jié)構(gòu)和文化
本章主要研究組織結(jié)構(gòu)和組織文化理論。
3.1組織結(jié)構(gòu)
組織的存在是為了實現(xiàn)目標；這些目標被分解為任務，作為工作的基礎。
因此，組織結(jié)構(gòu)一詞是指個人和團體之間關于組織內(nèi)任務、責任和權(quán)力分配的正式配置（Galbraith，1987；Greenberg，2011年）。換言之，這是一個框架，通常是分層的，組織在其中安排其權(quán)力和溝通渠道，并分配權(quán)利和義務。組織結(jié)構(gòu)決定了角色、權(quán)力和責任的委派、控制和協(xié)調(diào)方式和程度，以及信息在管理層之間的流動方式。（谷歌商業(yè)詞典）。
組織的結(jié)構(gòu)可以簡單地定義為將其勞動力劃分為不同任務并在這些任務之間實現(xiàn)協(xié)調(diào)的方式的總和/（Mintzberg 1983a）
早期的組織結(jié)構(gòu)通常基于產(chǎn)品或功能（Oliveira&Takahashi，2012）。其他人超越了這些早期的方法，研究了組織戰(zhàn)略和結(jié)構(gòu)之間的關系（Brickley，Smith，Zimmerman，&Willett，2002）。
這種方法始于阿爾弗雷德·錢德勒（Alfred Chandler，1962，2003）的里程碑式工作，他追蹤了一些公司的歷史發(fā)展。他從研究中得出結(jié)論，組織的戰(zhàn)略往往會影響其結(jié)構(gòu)。他認為，戰(zhàn)略間接決定了組織的任務、技術(shù)和環(huán)境等變量，而每一個變量都會影響組織的結(jié)構(gòu)。
最近，社會科學家對Chandler的論點進行了補充，認為組織的戰(zhàn)略決定了其環(huán)境、技術(shù)和任務。這些變量，再加上增長率和權(quán)力分配，會影響組織結(jié)構(gòu)。阿爾弗雷德·錢德勒（Alfred Chandler）所主張的組織結(jié)構(gòu)可以在FIRSTBANK結(jié)構(gòu)中看到，該結(jié)構(gòu)最近進行了更改，以適應銀行的預期戰(zhàn)略。2010年10月，本行開始對其整個運營體系和員工隊伍進行重組，因此我們可以推斷，戰(zhàn)略決定了組織結(jié)構(gòu)。
A critical review of Mintzberg definition shows that it is not against the aforementioned,’ the design of every superstructure ends up as a compromise between the ‘objective’ factors of work flow, process and scale interdependency, and the subjective factors of personality and social need. Organisations may be conceived on paper, but they must function with flesh-and-blood human beings.’ (Mintzberg, 1983). Hence for a critical analysis of FirstBank OA, the Mintzberg theory will be adopted.
3.1.1 ORGANISATIONAL CONFIGURATION
Mintzberg claims that organisations are composed of five basic elements, or groups of individuals, any of which may predominate in an organisation. The design parameters determine individual positions (examples will be shown using FirstBank configuration)
Operating Core: Staff or employees who perform the basic work related to an organisation’s product or service e.g.- Tellers, Customer Service Officer, Foreign Operations Staff
Strategic Apex: Top-Management responsible for running an entire organisation. The Executive Directors and Executive Vice President of the bank sit at the Strategic Apex
Middle Line: Managers who stand in a direct line relationship between the strategic apex and the operating core. They include the Group Heads, Regional&Area Office Managers.
Techno structure: Organisational specialists responsible for standardising various aspects of
an organisation’s activities eg- Internal Control and Audit, Compliance, Credit Risk Management(CRM) AND MANCO
Support Staff: Individuals who provide support to an organisation outside its operating workflow.(I.T support, Security personnels)
Mintzberg identified five organisational configurations, they however depend some contingency factors which include – Age of the organization, Size’ Technical System, Environment and Power factors:
?? Simple Structure is characterized by loose division of labor, relies on direct supervision and finds its key part at the strategic apex
?? Machine Bureaucracy which relies on standardisation of work process, relatively centralized
power for decision making; with its key part in the techno structure where the planners of the organisation reside.
Professional Bureaucracy which deals with standardisation of skills and has the operating core as its key part.
Divisionalised form -each division has its own structure, it centers on standardisation of outputs. Autonomous units are created to deal with entire product lines, allowing top management to focus on large-scale, strategic decision. The middle line is key part of the organisation.
Adhocracy, a highly informal, strong presence of mutual adjustment, organic organisation in which specialists work in teams, coordinating with each other on various projects.
FIRSTBANK’S structure like most large corporations is characterized by the divisionalised form of Mintzberg’s configuration as various divisions (departments) are created by their product lines or end
products. The techno structure is located at Head Office to provide services to all divisions; support staffs are located within each division like we have the IT support for each area and marketing assistants who are support staff assigned to each branch. Most of the operational activities are conducted by the middle line managers, department heads or unit heads and they all operate with some form of independence and centralization within their units. They coordinate the output, acting between the strategic apex and the operating core. They also oversee the activities of the operating core and are expected to report back to strategic apex.
The typical operational structure in a FIRSTBANK branch is divided into two divisions-
i. The Operations Unit who are in charge of the everyday running of branch and attending to customer’s demand. The head of this unit is called The Branch Operations Manager.
ii. The Retail or marketing unit who are in charge of increasing the market size and credit portfolio of the branch. The Business Manager heads this unit of the branch.
Each of these units runs independently of each other with separate reporting lines even though they are situated in the same complex ant they form part of the whole group.
Given the Bank’s ever evolving strategy in line with changes in market dynamics and technological advancement, the structure design is determined by the strategic planning and corporate transformation unit through the HCM department, stating unit and individual key responsibilities and the reporting lines. The final structure is then approved by the strategic apex and the statutory regulatory authority (Central Bank of Nigeria). Usually the bank makes the policies available on its local INTRANET and other periodic publications or circulars as organisational changes are initiated.
3.1.2 ORGANISATIONAL STRUCTURE – EFFECTIVENESS & EFFICIENCY
Effectiveness of a system is about doing the right things. It’s about producing the intended or expected result, In measuring organisational effectiveness, the relevant question would be: is the organisational system doing the right thing for its survival?, is it focusing its drive on opportunities to produce revenue? Is it producing the output it needs if it is to survive? Efficiency of a system, on the other hand is about the inputs the system uses in order to produce outputs that is doing things right, accomplishing your tasks with a minimum of time and resource, It centers on performance and cost reduction. To thoroughly examine organizational success, both measures should be considered because productivity is a function of inputs to outputs which is the theme of efficiency and effectiveness. Efficiency should always be the servant of effectiveness.(BSN Phase 1, module IX, p 575)
Looking at the Bank’s history and evolutions, one can boldly say that FIRSTBANK has achieved some level of efficiency and effectiveness. The total assets of the Bank as at Dec 2011 as published
equals N,2463,543, total equity was N373,572 while the total Customer Deposits was N1,783,777,(figures are in millions).however there is room and need for improvement, the Bank lacks behind in mobilization of current account deposits and booking of credit facilities. These lapses deny the bank of some benefits which include increase in customer base and collection of float income from these deposits.
The FIRST Instant savings account was introduced by the Bank to bridge this gap on deposit mobilization, this product however has not recorded much success because of the strict requirements, the deployment of FINACLE 10 Banking solution which is scheduled to kick off this year July is an Efficiency measure in order to reduce turnaround time, this I believe is coming rather too late.
The strategic Apex of the Bank needs to review these points afore mentioned and reach a favorable conclusion so that the Bank can edge forward.
3.1.3 DESIGN PARAMETERS
Mintzberg identified nine design parameters. By using these parameters the organisational designer can influence the way individuals are positioned in the organisation and the way groups or departments are formed. The design parameters are Job specialisation; Behavior formation; Training and indoctrination; Unit grouping; size; Planning and control systems; Liaison devices; Vertical and horizontal decentralization. The design parameters predominant in FIRSTBANK are:
Job Specialisation: In FIRSTBANK, all job titles are specified, the roles to be performed, the job description, key competences and reporting lines are well explained for staff to understand. Job Specification for each job title is easily accessible on the intranet, it is the bank’s believe that job specialization increases employee productivity.
?? Training and indoctrination: In order to carry out task, employees need to possess particular skills and knowledge.(BSN Phase 1 Course Notes, pg 584). In FirstBank it’s a trend to continuously train staff on a need to know and improvement basis, this exercise forms part of appraisal marks to be awarded during year end performance rating. The heads of branches or departments recommend staff for training if a knowledge gap or improvement need is identified. Educational and career advancement is also encouraged.
The Human Capital Management &Development anchors this aspect of the bank. Given the ever increasing need for the aforementioned, the Bank has rebranded its HCMD training arm to be called FIRST ACADEMY. The essence is to inculcate the bank’s values, ensuring that their staffs are well grounded and ever ahead of industry trends. Indoctrination are done upon recruitment of staff be it new or experienced hirees in order to imbibe the bank’s culture and values into them.
The unit grouping is an important design parameter in FIRSTBANK because it creates a system of supervision in which there is a reporting line, departmental, unit or group head for all strategic units of the bank, this encourages standardization of outputs. Firstbank adopts functional grouping
Vertical decentralisation: Mintzberg (1983a, p.99) defines vertical decentralisation as the “dispersal of formal power down the chain of line authority’. FISTBANK adopts limited vertical decentralization. Heads of departments/units are delegated the power to control most of the decisions concerning their line units and such decisions are cascaded down to their subordinates, however they have their reporting lines and various limits.
3.2 ORGANISATIONAL CULTURE
Culture refers to the underlying values, beliefs and codes of practice that makes an organisation what
It is. The customs of an organisation, the self image of its members, the things that make it different from others are its culture. Culture is symbolic; Culture is unifying and refers to the processes that bind the organization together. Culture is rooted deep in unconscious sources but is represented in superficial practices and behavior codes.
Deal and Kennedy (1982) argue that culture is the single most important factor accounting for success or failure in organizations. They identified four key dimensions of culture:
Values – the beliefs that lie at the heart of the corporate culture.
Heroes – the people who embody values.
Rites and rituals – routines of interaction that have strong symbolic qualities.
The culture network – the informal communication system or hidden hierarchy of power in the organization.
Peters and Waterman (1982) suggest a psychological theory of the link between organizational culture and business performance. Culture can be looked upon as a reward of work; we sacrifice much to the organization and culture is a form of return on effort.
Schein (1992) says that organisational culture is developed over time as people in the organisation learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background. Employee values are measured against organizational values to predict employee intentions to stay, and predict turnover. This is done through instrument like Organizational Culture Profile (OCP) to measure employee commitment (O’Reilly, Chatman&Caldwell 1991).
However Daniel Denison’s model (1990) asserts that organizational culture can be described by four general dimensions:
Mission – Strategic Direction and Intent, Goals and Objectives and Vision
Adaptability – Creating Change, Customer Focus and Organizational Learning
Involvement – Empowerment, Team Orientation and Capability Development
Consistency – Core Values, Agreement, Coordination/Integration
Denison’s model also allows cultures to be described broadly as externally or internally focused as well as flexible versus stable. The model has been typically used to diagnose cultural problems in organizations.
3.2.1 FACTORS THAT INFLUENCE ORGANISATION’S CULTURE (FIRSTBANK)
According to Schein (1992), the two main reasons why cultures develop in organizations is due to external adaptation and internal integration. External adaptation reflects an evolutionary approach to organizational culture and suggests that cultures develop and persist because they help an organization to survive and flourish. If the culture is valuable, then it holds the potential for generating sustained competitive advantages. Additionally, internal integration is an important function since social structures are required for organizations to exist. Organizational practices are learned through socialization at the workplace. Work environments reinforce culture on a daily basis by encouraging employees to exercise cultural values. Organisational culture is shaped by multiple factors, including the following:
External environment
Industry
Size and nature of the organization’s workforce
Technologies the organization uses
The organization’s history and ownership
The external environment to FirstBank includes the ever emerging competitors, the realization of this pushes the Bank’s management is forge ahead and be innovative. The increasing number of banks offering same products that Firstbank had exclusivity to buttress this point, exceptional service delivery and brand value/positioning are the keys to have an edge over others. Other aspects of FirstBank’s external environment include the legal or statutory regulations which the Bank must conform with, the political, socio-economic dynamics of Nigeria.
The workforce of the bank is considerably large in comparism to other banks being the bank with the largest number of branch network and emerging diaspora banking through its subsidiaries. Prior to the rebranding of the Bank’s workforce, 1stBank had a culture of mostly old staff and few young staff, in
2008 the bank retrenched over 900 staff especially those who had spent over 25 years in service, the management immediately embarked on recruitment of new and experienced hirees who were relatively young, in addition to this, salaries were increased to suit the modern banker status. A new culture in that aspect had been achieved as 1stbankers were no longer distinguished by long suits and old staff.
對Mintzberg定義的批判性回顧表明，它并不反對上述觀點，“每一個上層建筑的設計最終都是工作流程、過程和規(guī)模相互依存的“客觀”因素與個性和社會需求的主觀因素之間的妥協(xié)。組織可以在紙上構(gòu)思，但它們必須與有血有肉的人一起運作。”（明茨伯格，1983年）。因此，為了對FirstBank OA進行批判性分析，將采用Mintzberg理論。
3.1.1組織結(jié)構(gòu)
明茨伯格聲稱，組織由五個基本要素或個人群體組成，其中任何一個都可能在組織中占主導地位。設計參數(shù)決定了各個位置（示例將使用FirstBank配置顯示）
運營核心：執(zhí)行與組織產(chǎn)品或服務相關的基本工作的員工，例如：出納員、客戶服務官、外國運營人員
戰(zhàn)略Apex：負責管理整個組織的最高管理層。該行執(zhí)行董事和執(zhí)行副總裁出席戰(zhàn)略Apex
中間線：在戰(zhàn)略頂點和運營核心之間建立直接關系的管理者。他們包括集團負責人、區(qū)域和地區(qū)辦事處經(jīng)理。
技術(shù)結(jié)構(gòu)：負責標準化的各個方面的組織專家
一個組織的活動，如內(nèi)部控制和審計、合規(guī)、信貸風險管理（CRM）和MANCO
支持人員：在組織工作流程之外為組織提供支持的個人。（I.T支持，安保人員）
Mintzberg確定了五種組織配置，但它們?nèi)Q于一些偶然因素，包括組織的年齡、規(guī)模、技術(shù)系統(tǒng)、環(huán)境和權(quán)力因素：
?~簡單結(jié)構(gòu)的特點是分工松散，依賴直接監(jiān)督，并將其關鍵部分置于戰(zhàn)略頂點
?~機器官僚主義，依賴于工作流程的標準化，相對集中
決策權(quán)；其關鍵部分是組織規(guī)劃者所在的技術(shù)結(jié)構(gòu)。
專業(yè)官僚主義，涉及技能標準化，以運營核心為關鍵部分。
分部形式-每個分部都有自己的結(jié)構(gòu)，以產(chǎn)出標準化為中心。創(chuàng)建自治單位是為了處理整個產(chǎn)品線，使最高管理層能夠?qū)Ｗ⒂诖笠?guī)模的戰(zhàn)略決策。中間線是組織的關鍵部分。
Adhocracy是一個高度非正式、相互調(diào)整的有機組織，專家們組成團隊，在各種項目上相互協(xié)調(diào)。
與大多數(shù)大公司一樣，F(xiàn)IRSTBANK的結(jié)構(gòu)以Mintzberg配置的分割形式為特征，因為各個部門（部門）都是由其產(chǎn)品線或終端創(chuàng)建的
產(chǎn)品。技術(shù)結(jié)構(gòu)位于總部，為所有部門提供服務；支持人員分布在每個部門內(nèi)，就像我們?yōu)槊總€地區(qū)提供IT支持一樣，營銷助理是分配給每個分支機構(gòu)的支持人員。大多數(shù)業(yè)務活動由中層管理人員、部門負責人或單位負責人進行，他們在單位內(nèi)都有某種形式的獨立性和集中性。它們協(xié)調(diào)產(chǎn)出，在戰(zhàn)略頂點和運營核心之間發(fā)揮作用。他們還監(jiān)督運營核心的活動，預計將向戰(zhàn)略頂點報告。
FIRSTBANK分行的典型運營結(jié)構(gòu)分為兩個部門-
i.運營部，負責分行的日常運營并滿足客戶的需求。這個部門的負責人叫分行運營經(jīng)理。
ii。負責增加分行市場規(guī)模和信貸組合的零售或營銷部門。業(yè)務經(jīng)理是分行這一部門的負責人。
這些單位中的每一個都以獨立的報告線相互獨立運行，即使它們位于同一個復雜的螞蟻中，也構(gòu)成了整個群體的一部分。
鑒于本行的戰(zhàn)略隨著市場動態(tài)和技術(shù)進步的變化而不斷發(fā)展，結(jié)構(gòu)設計由戰(zhàn)略規(guī)劃和企業(yè)轉(zhuǎn)型部門通過HCM部門確定，說明單位和個人的主要職責和報告關系。最終結(jié)構(gòu)隨后由戰(zhàn)略頂點和法定監(jiān)管機構(gòu)（尼日利亞中央銀行）批準。通常，隨著組織變革的啟動，銀行會在其本地INTRANET和其他定期出版物或通知中提供政策。
3.1.2組織結(jié)構(gòu)——有效性和效率
一個系統(tǒng)的有效性在于做正確的事情。這是關于產(chǎn)生預期或預期的結(jié)果。在衡量組織有效性時，相關的問題是：組織系統(tǒng)為其生存做正確的事情嗎？，它是否將精力集中在創(chuàng)造收入的機會上？如果要生存下去，它是否能產(chǎn)生所需的產(chǎn)出？另一方面，系統(tǒng)的效率是指系統(tǒng)使用的輸入，以產(chǎn)生正確的輸出，用最少的時間和資源完成任務，它以降低性能和成本為中心。為了徹底審查組織的成功，應該考慮這兩種衡量標準，因為生產(chǎn)力是產(chǎn)出投入的函數(shù)，產(chǎn)出是效率和效益的主題。效率應該永遠是效率的仆人。（BSN第1階段，模塊IX，第575頁）
縱觀該行的歷史和發(fā)展歷程，可以大膽地說，F(xiàn)IRSTBANK已經(jīng)實現(xiàn)了一定程度的效率和效益。截至2011年12月公布的本行總資產(chǎn)
等于N，2463543，總股本為N373572，而客戶存款總額為N1783777（以百萬為單位）。盡管仍有改進的空間和需要，但該行在調(diào)動經(jīng)常賬戶存款和預訂信貸方面落后。這些失誤剝奪了銀行的一些利益，包括增加客戶群和從這些存款中收取浮動收入。
FIRST即時儲蓄賬戶是由銀行推出的，旨在彌補存款調(diào)動方面的差距，但由于要求嚴格，該產(chǎn)品沒有取得多大成功，計劃于今年7月啟動的FINACLE 10銀行解決方案的部署是一項效率措施，目的是縮短周轉(zhuǎn)時間，我認為這為時已晚。
本行的戰(zhàn)略Apex需要回顧上述幾點，并得出有利的結(jié)論，以便本行能夠向前發(fā)展。
3.1.3設計參數(shù)
明茨伯格確定了九個設計參數(shù)。通過使用這些參數(shù)，組織設計者可以影響個人在組織中的定位方式以及團隊或部門的形成方式。設計參數(shù)為工作專業(yè)化；行為形成；培訓和灌輸；單元分組；大小規(guī)劃和控制系統(tǒng)；聯(lián)絡裝置；縱向和橫向權(quán)力下放。FIRSTBANK的主要設計參數(shù)為：
職位專業(yè)化：在FIRSTBANK，所有職位都有明確的說明，要履行的角色，職位描述，關鍵能力和報告線都有很好的解釋，讓員工理解。每個職位的職位說明書都可以在內(nèi)聯(lián)網(wǎng)上輕松訪問，這是銀行的觀點，即工作專業(yè)化可以提高員工的生產(chǎn)力。
?~培訓和灌輸：為了執(zhí)行任務，員工需要具備特定的技能和知識。（BSN第1階段課程說明，第584頁）。在第一銀行，在需要了解和改進的基礎上不斷培訓員工是一種趨勢，這項工作是年終績效評級中授予的評估分數(shù)的一部分。如果發(fā)現(xiàn)知識差距或改進需求，分支機構(gòu)或部門負責人建議員工接受培訓。教育和職業(yè)發(fā)展也受到鼓勵。
人力資本管理與發(fā)展是銀行這方面的支柱。鑒于對上述方面的需求不斷增加，世行已將其HCMD培訓部門更名為FIRST ACADEMY。其本質(zhì)是灌輸銀行的價值觀，確保其員工有良好的基礎，并始終領先于行業(yè)趨勢。在招聘員工時，無論是新員工還是有經(jīng)驗的員工，都會進行灌輸，以便將銀行的文化和價值觀融入其中。
單位分組是FIRSTBANK的一個重要設計參數(shù)，因為它創(chuàng)建了一個監(jiān)督系統(tǒng)，在該系統(tǒng)中，銀行所有戰(zhàn)略單位都有一個報告線、部門、單位或小組負責人，這鼓勵了產(chǎn)出的標準化。第一銀行采用功能分組
垂直權(quán)力下放：Mintzberg（1983a，第99頁）將垂直權(quán)力下放定義為“正式權(quán)力向權(quán)力鏈下游的分散”。FISTBANK采用有限的垂直權(quán)力下放。部門/單位負責人被授權(quán)控制與其職能單位有關的大部分決策，這些決策被逐級下達給下屬，但他們有自己的報告渠道和各種限制。
3.2組織文化
文化是指使一個組織成為
是的。一個組織的習俗，其成員的自我形象，使其與其他組織不同的因素是其文化。文化是象征性的；文化是統(tǒng)一的，是指將組織聯(lián)系在一起的過程。文化深深植根于無意識的來源，但表現(xiàn)在膚淺的實踐和行為準則中。
Deal和Kennedy（1982）認為，文化是決定組織成敗的最重要因素。他們確定了文化的四個關鍵方面：
價值觀——企業(yè)文化的核心信念。
英雄——體現(xiàn)價值觀的人。
儀式和儀式——具有強烈象征性的日常互動。
文化網(wǎng)絡——組織中非正式的溝通系統(tǒng)或隱藏的權(quán)力等級制度。
Peters和Waterman（1982）提出了組織文化和企業(yè)績效之間聯(lián)系的心理學理論。文化可以被視為工作的回報；我們?yōu)榻M織和文化做出了巨大犧牲，這是一種努力回報的形式。
Schein（1992）說，組織文化是隨著時間的推移而發(fā)展的，因為組織中的人學會了成功地處理外部適應和內(nèi)部整合的問題。它成為共同的語言和共同的背景。員工價值觀是根據(jù)組織價值觀來衡量的，以預測員工留下來的意圖，并預測離職率。這是通過組織文化檔案（OCP）等工具來衡量員工承諾的（O’Reilly，Chatman&Caldwell，1991）。
然而，Daniel Denison的模型（1990）斷言，組織文化可以用四個一般維度來描述：
使命——戰(zhàn)略方向和意圖、目標和愿景
適應性——創(chuàng)造變革、以客戶為中心和組織學習
參與——授權(quán)、團隊導向和能力發(fā)展
一致性——核心價值觀、協(xié)議、協(xié)調(diào)/整合
Denison的模型還允許將文化廣泛地描述為以外部或內(nèi)部為中心，以及靈活與穩(wěn)定。該模型通常用于診斷組織中的文化問題。
3.2.1影響組織文化的因素（第一銀行）
根據(jù)Schein（1992）的觀點，文化在組織中發(fā)展的兩個主要原因是外部適應和內(nèi)部融合。外部適應反映了一種對組織文化的進化方法，并表明文化的發(fā)展和持續(xù)是因為它們有助于組織的生存和繁榮。如果文化是有價值的，那么它就有可能產(chǎn)生持續(xù)的競爭優(yōu)勢。此外，內(nèi)部一體化是一項重要職能，因為組織的存在需要社會結(jié)構(gòu)。組織實踐是通過工作場所的社會化學習的。工作環(huán)境通過鼓勵員工行使文化價值觀來強化日常文化。組織文化是由多種因素形成的，包括以下因素：
外部環(huán)境
工業(yè)
組織勞動力的規(guī)模和性質(zhì)
組織使用的技術(shù)
組織的歷史和所有權(quán)
第一銀行的外部環(huán)境包括不斷涌現(xiàn)的競爭對手，這一點的實現(xiàn)推動了第一銀行管理層的開拓和創(chuàng)新。越來越多的銀行提供與第一銀行具有排他性的相同產(chǎn)品來支持這一點，卓越的服務提供和品牌價值/定位是與其他銀行相比具有優(yōu)勢的關鍵。第一銀行外部環(huán)境的其他方面包括銀行必須遵守的法律或法定法規(guī)、尼日利亞的政治和社會經(jīng)濟動態(tài)。
與其他銀行相比，該銀行的員工隊伍相當龐大，因為其他銀行擁有最多的分行網(wǎng)絡和通過其子公司進行的新興海外銀行業(yè)務。在重塑本行員工品牌之前，1stBank在
2008年，該行裁減了900多名員工，尤其是那些服務時間超過25年的員工，管理層立即開始招聘相對年輕的新員工和經(jīng)驗豐富的員工，除此之外，還提高了工資以適應現(xiàn)代銀行家的身份。這方面的一種新文化已經(jīng)形成，因為第一銀行不再以長西裝和老員工為特色。
3.2.2 FIRSTBANK CULTURE
FIRSTBANK possesses a strong culture which is continually being improved. In the light of Daniel Denison’s model of culture dimensions, FirstBank’s mission strategic direction, goals and objectives, are clearly understood by members of staff. The Bank strives to make its staff live by its core values and this has so far helped the bank in terms of durability and goodwill. For the importance of the afore mentioned, FirstBank carries periodic mystery shopping exercise and branch spot checks to ensure that we live what we preach, hence staff are enjoined to move with the train.
FirstBank adapts quickly to industry changes and are quick to identify a market opportunity hence they are most often the fore most bank for some products or innovations in the banking industry. It’s the bank policy for staff to stick to a particular dress code, have the bank’s premises painted in a particular way and colour, have a products and services delivered to customers with the brand name “FIRST” and a unique way of service delivery. All this distinguishes the Bank and a Firstbanker from every other bank or person. The Elephant is also a historic symbol of FirstBank’s culture which represents stability and strength, like Peters and Waterman (1982) suggests, the strong culture of the bank has positively enhanced its good will and market share, however things can get better.
There exist an area of improvement in the Bank’s culture as it is normally being discussed within its members that staff are not been sufficiently motivated, the slow promotion process is a major aspect of this.
A review of the Bank’s choice to downsize its work force recently by way of retiring (and firing) staff (although with mouth watering incentives) buttresses this point. Firing on the base of culture
Usually pointed as a source of creating “family like” environment, the notion of corporate culture is also used for firing, with this practice started from shoe company Zappos, which granted its fired employees with huge compensations afterwards.(Google- Wikipedia .As the corporate culture may mean almost everything, firing on the base of culture means the employer does not accept and desire to be inclusive for the culture of the employee and thus the employee “does not fit in corporate culture”, although this may fall in the ground of discrimination, there is still not law or case law resolving or addressing the question making this practice possible and available for businesses for now. Firing on corporate culture is a recent practice, from 2008.
3.2.3 CULTURAL TYPES
Handy (1985) identified four(4) types of organizational culture and they include:
Power culture: Entrepreneurial in nature, central control, quick to response, built on trust flexible.
Role culture: Roles are more important than persons, functional, rule and procedure driven
Task Culture: Cross functional, based on jobs and projects, networked, coordination&combination of jobs around tasks.
Person Culture: People are the central focus, controls are only possible where members agree.
FIRSTBANK adopts the role culture, this is because the roles are seen before the persons behind it, and the workforce is also driven by rule (policies) and procedure.
3.2.4 THE PROCESSUAL APPROACH
The processual approach is a translation model in which movements of ideas or objects reside in the sense maki
3.2.2第一銀行文化
FIRSTBANK擁有一種強大的文化，這種文化正在不斷改進。根據(jù)Daniel Denison的文化維度模型，第一銀行的使命、戰(zhàn)略方向、目標和目的被員工清楚地理解。該行努力讓員工按照其核心價值觀生活，迄今為止，這在耐用性和商譽方面對該行有所幫助。鑒于上述內(nèi)容的重要性，第一銀行定期進行神秘購物活動和分行抽查，以確保我們言行一致，因此員工被要求與火車同行。
FirstBank能夠快速適應行業(yè)變化，并能夠快速發(fā)現(xiàn)市場機會，因此，在銀行業(yè)的某些產(chǎn)品或創(chuàng)新方面，F(xiàn)irstBank往往是最領先的銀行。銀行的政策是，員工必須遵守特定的著裝規(guī)范，將銀行的經(jīng)營場所涂成特定的方式和顏色，以“FIRST”品牌和獨特的服務提供方式向客戶提供產(chǎn)品和服務。所有這些都將銀行和第一銀行區(qū)別于其他所有銀行或個人。大象也是第一銀行文化的歷史象征，代表著穩(wěn)定和強大，正如Peters和Waterman（1982）所指出的，強大的銀行文化積極提高了其善意和市場份額，但情況可能會好轉(zhuǎn)。
銀行的文化存在一個需要改進的領域，因為通常在其成員內(nèi)部討論員工的積極性不足，晉升過程緩慢是其中的一個主要方面。
最近，對該行選擇通過退休（和解雇）員工（盡管有令人垂涎的激勵措施）來裁員的審查支持了這一點。在文化的基礎上開火
企業(yè)文化的概念通常被認為是創(chuàng)造“家庭式”環(huán)境的一個來源，也被用于解雇，這種做法始于鞋業(yè)公司Zappos，該公司隨后為被解雇的員工提供巨額補償。（谷歌-維基百科。由于企業(yè)文化可能意味著幾乎所有的東西，基于文化的解雇意味著雇主不接受并希望包容員工的文化，因此員工“不適合企業(yè)文化”，盡管這可能屬于歧視，但目前仍沒有法律或判例法來解決或解決使這種做法成為可能并為企業(yè)所用的問題。從2008年開始，解雇企業(yè)文化是最近的一種做法。
3.2.3文化類型
Handy（1985）確定了四（4）種類型的組織文化，它們包括：
權(quán)力文化：創(chuàng)業(yè)本質(zhì)，集中控制，快速反應，建立在信任的基礎上靈活。
角色文化：角色比人更重要，由職能、規(guī)則和程序驅(qū)動
任務文化：跨職能，基于工作和項目，網(wǎng)絡化，圍繞任務協(xié)調(diào)和組合工作。
人的文化：人是中心焦點，只有在成員同意的情況下才能進行控制。
FIRSTBANK采用角色文化，這是因為角色先于其背后的人，勞動力也受到規(guī)則（政策）和程序的驅(qū)動。
3.2.4過程方法
過程方法是一種翻譯模式，其中思想或物體的運動存在于意義上
本站提供各國各專業(yè)paper范文以及paper寫作輔導等相關服務，如有需要可咨詢本平臺。
