...------------------------------------------------- BUSINESS REPORT ON APPLICATION OF CLASSICAL AND HUMAN RESOURCES/ RELATIONS APPROACHES ON AUSTRALIA AND N EW ZEALAND BANKING GROUP LIMITED (ANZ BANK) WE LIVE IN YOU WORLD TABLE OF CONTENT Executive summary…………………………………………………………...………5 1. Introduction…………………………………….………………………….……...6 1.1 Purpose………………..……………………………………………………..…….6 1.2 Scope…………………………………………………………………..……..……6 1.3 Methodology…………………………………………………………..…………..6 1.4 Limitations…………………………………………………………..…………….7 1.5 Assumption…………………………………………………………..……………7 1.6 Background……………………………………………………………………..…7 2.0 Classical Approaches…………………………………………………....………...7 2.1Findings……………………………………………………………………….....…8 2.2 Discussions…………………………………………………………………….…8-9 3.0 Human relation approach…………………………………………………..….....10 3.1 Human resource approach……………………………………………….....…….10 3.2 Findings ..................................................................................................................10 3.3 Discussion...........................................................................................................10-11 4. Recommendations and Suggestions………………………………………………..12 5. Conclusion………………………………………………….……………………......13 List of figures..............................................................................................
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...acknowledging differences and leveraging the full range of people’s knowledge, opinions and ideas to ensure the best possible business outcomes. Therefore, all the world’s corporations committed to establishing a workforce that reflects the diversity of the communities in which they operate and a culture that values and leverages the unique perspectives that all of their people bring to their firms. To achieve their business goals or objectives set, most managers in our digital age pay more attention on the ways of how they manage their organizational culture, as the example this paper will be explored about ANZ Royal Bank Cambodia Ltd, one of the international standard banks in Cambodia, to understand how they formulate and implement the contribution of managing culture and its interrelation between leadership, organizational structure, motivation, power, and strategic management concepts effectively and efficiently in order to permanently challenge and seize the market share as much as possible. 2. What is the Organizational Culture? All organizations, whether a family, a sports club or a business, have a culture which is the strength of making one organisation great versus another. Culture is the combination of the knowledge, ideas, behaviours, and material creations that are learned, shared, and transmitted primarily through the symbolic system of language. Knowing your culture will help you: • Follow a clear set of rules and guidelines for your actions. You are less likely...
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...CREDIT RISK MANAGEMENT AND BAD DEBT CONTROLLING Case: ANZ Vietnam LAHTI UNIVERSITY OF APPLIED SCIENCES Degree program in International Business Thesis Spring 2013 Minh Thong To Lahti University of Applied Sciences Degree Programme in International Business MINH THONG, TO Credit risk management and bad debt controlling Case: ANZ Vietnam Bachelor’s Thesis in International Business, 53 pages, 3 pages of appendices Spring 2013 ABSTRACT It can be seen that the Vietnamese economy in the first decade of the 21st century has a significant development in the banking sector. Commercial banks represent a big role in this development. The banks’ capital rose rapidly and became an important factor in Vietnamese economic growth. However, a negative side always follows the result of any growth. Expanding operation leads to debt rate increase in most commercial banks. Especially bad debts rate rose rapidly. Bad debts became a serious problem for the Vietnamese economy. When the amount of bad debts increases to a particular point, it will hinder the development as well as the operations of the banks. Due to this issue, controlling the bad debt rate is hard work for all commercial banks. There is no model of solution for all banks. According to specific characteristic of each bank, specific solutions to control bad debt rate are provided. However, those solutions seem to be not as effective as expected due to many reasons. When Vietnam became an official member of the World Trade...
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...Group Limited (“the Company”) together with its subsidiaries which are variously described as: ”ANZ”, “Group”, “ANZ Group”, “the Bank”, “us”, “we” or “our”. ANZ ANNUAL REPORT 2014 ANZ IS EXECUTING A FOCUSED STRATEGY TO BUILD THE BEST CONNECTED, MOST RESPECTED BANK ACROSS THE ASIA PACIFIC REGION WHO WE ARE AND HOW WE OPERATE ANZ’s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. Today, ANZ operates in 33 countries globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacific, and among the top 20 banks in the world. ANZ is building the best connected, most respected bank across the Asia Pacific region. The strategy has three key elements – strong domestic markets, profitable Asian growth and an enterprise wide approach to operations and technology. Our strategy is based on the belief that the future of our home markets of Australia and New Zealand are increasingly linked to the fast growing region of Asia through trade, capital and wealth flows. We also believe that people want a bank that understands their specific needs, and increasingly can meet these needs in more than one market through a variety of means. ANZ is particularly focused on the significant organic growth opportunities which exist within...
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...Strength. Momentum. Connectivity. 2011 ANNUAL REPORT BUILDING A BANK OF GLOBAL QUALITY WITH A REGIONAL FOCUS WHO WE ARE AND WHERE WE OPERATE OUR PROGRESS ANZ‘s ANZ‘s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. ANZ ANZ is the only Australian bank with a clearly articulated strategy to take advantage of Australia and New Zealand’s geographic, business and and cultural linkages with Asia, the fastest growing region in the world. Today, ANZ operates in 32 markets globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacifi Pacific, and among the top 50 banks in the world. OUR SUPER REGIONAL STRATEGY We We articulated our super regional strategy in late 2007. The rationale behind our strategy is simple – to deliver shareholders long-term growth and differentiated returns through connectivity with the growth markets of Asia – returns we do not believe to be available through a domestic-only strategy. Our aspiration is for Asia Pacific, Europe & America sourced revenues to drive drive between 25 and 30% of Group earnings by the end of 2017. Connectivity Connectivity is at the heart of ANZ’s strategy by being part of the growth within Asia and supporting the increasing trade, investment ...
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...Discussion Paper No. 109 CUSTOMER SATISFACTION: A STUDY OF BANK CUSTOMER RETENTION IN NEW ZEALAND David Cohen1 Christopher Gan2 Hua Hwa Au Yong3 and Esther Choong4 March 2006 1 Commerce Division, PO Box 84, Lincoln University, Canterbury, New Zealand, Tel: 64-3-3252811, Fax: 64-3-325-3847, cohend@lincoln.ac.nz Corresponding Author, Commerce Division, PO Box 84, Lincoln University, Canterbury, New Zealand, Tel: 64-3-325-2811, Fax: 64-3-325-3847, ganc1@lincoln.ac.nz Department of Accounting and Finance, Faculty of Business and Economics, Monash University, Victoria 3800, Australia, Tel: 61-3-9905-5178, Fax: 61-3-9905-5475, Email: HueHwa.AuYong@BusEco.monash.edu.au Standard and Chartered Bank, Kuala Lumpur, Malaysia, Email: mcc9999@gmail.com 2 3 4 Commerce Division Discussion Paper No. 109 CUSTOMER SATISFACTION: A STUDY OF BANK CUSTOMER RETENTION IN NEW ZEALAND David Cohen Christopher Gan Hua Hwa Au Yong and Esther Choong March 2006 Commerce Division PO Box 84 Lincoln University CANTERBURY Telephone No: (64) (3) 325 2811 extn 8155 Fax No: (64) (3) 325 3847 E-mail: ganc1@lincoln.ac.nz ISSN 1174-5045 ISBN 1-877176-86-9 Abstract Customer retention is an important element of banking strategy in today’s increasingly competitive environment. Bank management must identify and improve upon factors that can limit customer defection. These include employee performance and professionalism, willingness to solve problems, friendliness, level of knowledge...
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...FINANCIAL DEVELOPMENT OF A COUNTRY IS HIGHEST IN THE INITIAL STAGE. MODERN BANKS PLAY AN IMPORTANT PART IN PROMOTING ECONOMIC DEVELOPMENT OF A COUNTRY. BANKS PROVIDE NECESSARY FUNDS FOR EXECUTING VARIOUS PROGRAMMERS UNDERWAY IN THE PROCESS OF ECONOMIC DEVELOPMENT. THEY COLLECT SAVINGS OF LARGE MASSES OF PEOPLE SCATTERED THROUGHOUT THE COUNTRY, WHICH IN THE ABSENCE OF THE BANKS WOULD HAVE REMAINED IDEAL AND UNPRODUCTIVE. THESE SCATTERED AMOUNTS ARE COLLECTED, POOLED TOGETHER AND MADE AVAILABLE TO COMMERCE AND INDUSTRY FOR MEETING THE REQUIREMENTS. ECONOMY OF BANGLADESH IS IN THE GROUP OF WORLD’S MOST UNDERDEVELOPED ECONOMIES. ONE OF THE REASONS MAY BE ITS UNDERDEVELOPED BANKING SYSTEM. GOVERNMENT AS WELL AS DIFFERENT INTERNATIONAL ORGANIZATIONS HAVE ALSO IDENTIFIED THAT UNDERDEVELOPED BANKING SYSTEM CAUSES SOME OBSTACLES TO THE PROCESS OF ECONOMIC DEVELOPMENT. SO THEY HAVE HIGHLY RECOMMENDED FOR REFORMING FINANCIAL SECTOR. SINCE 1990, BANGLADESH GOVERNMENT HAS TAKEN A LOT OF FINANCIAL SECTOR MORE TRANSPARENT, AND FORMULATION AND IMPLEMENTATIONS OF THESE REFORM ACTIVITIES HAS ALSO BEEN PARTICIPATED BY DIFFERENT INTERNATIONAL ORGANIZATIONS LIKE WORLD BANK, IMF, ETC. IN 1996, WORLD BANK PUBLISHED ‘BANGLADESH: AGENDA FOR ACTION’ IN WHICH IT HAS SUGGESTED A LOT OF RECOMMENDATIONS FOR ECONOMIC DEVELOPMENT OF OUR COUNTRY. THESE RECOMMENDATIONS INCLUDE SPECIAL PRESENTATION FOR REFORMING BANKING SECTOR. BANK IS THE MOST IMPORTANT FINANCIAL INSTITUTION IN THE ECONOMY. IT PLAYS A VITAL...
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...Internship Report: HRMP in Standard Chartered Bank Abstract According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investgate whether i there is any relationship between HRMPs and organizational performance, regarding Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of training, employee participation, and selection with perceived organiz ational performance in the context of Standard Chartered Bank in Bangladesh. This study is co -relational in nature and it will examine the correlation among these variables. A single set of sample will be considered for this study and that will be the employees of Standard Chartered Bank. A set of structured questionnaire will be distributed among 200 respondents. Regression analysis will be conducted for the purpose of data analysis. -1- Internship Report: HRMP in Standard Chartered Bank Origin of the Report The BBA internship program is a mandatory requirement for the students who are graduating from the BBA program under the School of Business of North South University, Bangladesh. In the internship program, I was attached to a host organization named µStandard Chartered Bank¶ for 12 weeks. During this period I learned how the host organization works with the help of the internal supervisor....
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...Analysis 18 2.5 Products Offered 18 2.6 Keys to Success 18 2.7 Critical Issues 18 3 Marketing Strategy 18 3.1 Mission 18 3.2 Target customers 18 3.3 Marketing Mix 19 4 Controls 24 5 Finance 25 Appendix A 29 Appendix B 33 Abreviation ABBANK: An Binh Bank EVN: Vietnam Electricity BanknetVN: National Financial Switching Company Smartlink: Card service joint stock company VCB: Vietcombank – Bank for foreign trade of Vietnam EAB: East Asia Bank ICB: Incombank – Industrial and Commercial Bank of Vietnam BIDV: Bank for Investment and Development of Vietnam Eximbank: Vietnam Export Import Bank Techcombank: Technology commercial Bank Visa: Visa International MasterCard: MasterCard International ATM: Automatic Teller Machine POS: Point of Sale 1. Executive Summary In the general trend of the market, competition, international economic integration, most Vietnam commercial banks has step by step adjusted their business operation strategies in the direction of diversifying and expanding their business and products, new bank services, especially for the CARD service. This service has born, aiming to...
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...1.1 Introduction Standard Chartered Bank first started its acquiring services in Bangladesh for Visa International in1988 and then Master Card in 1991. At that point of time, ANZ Grindlays Bank had only a few premium Merchants (e.g., Pac pacific Sonargaon, Dhaka Sheraton Hotel & Aarong) to facilitate the card acceptance for the tourist and expertise in Bangladesh. Now after years together of technological expansion, the prosperity of business lies in the adherence of more technological facilities. Business man slowly grabbed this idea in Bangladesh. More young people joined the queue in business, more advancement in technological use. At present the scenario has changed more people want to facilitate EFT POS in their premises. Standard Chartered Bank, pioneer in EFT POS service has got their trend to make it popular and secure. From the merchants view point it will serve them safe accounts transactions and it will also protect them from the risk of carrying money. They can call the bank, supporting agency for the POS for their calculations. In this case study it will be described elaborately. 1.2 Back Ground of Study The study is leading from a succession of events where people first started dreaming of transferring money without carrying it physically. The dream came into reality with the advancement of science. The invention of Electronic fund transfer point of sales (EFT POS) device and its worldwide adaptation. 1.2.1 POS Machine and its values POS...
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...fulfilling the all expectation by having cards facility( Credit card and ATM card) and loan(Car loan, Personal loan and Home loan). Now a day taking loan has become a medium for buying the comfort and with this thought Dhaka Bank LTD. (DBL) is offering passive offer towards the customers compare to the other commercial bank, so that DBL can contribute over the desirability of the customer .and it has become possible through offering lower inertest rate over the asset produce and higher interest rate over the liability product. Credit card is an electronic based plastic card bearing an account number assigned to a cardholder with a credit limit that can be used to purchase goods and pay for services with a credit facility and without cash/currency note transactions. Dhaka Bank Ltd (DBL) offers the Dhaka Bank – VISA co-branded credit card and is considering the potentiality to grow in its existing credit card Business. The report has been prepared by focusing over the analyzing the performance of the Retail Banking Division. 2. BROAD OBJECTIVE The broad objective of the study is to raise the real picture of retail banking division, moreover draw a comparative picture of Dhaka Bank credit card and identify the trend of the credit card customers to find the loop hole of the existing service provided by the DBL. 3. SPECIFIC...
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...determine the contributing factors which influence the contents of a firm‟s sustainability reporting through combined social and environmental accounting and management perspectives. Design/methodology/approach: This paper analyzes the disclosed sustainability indicators of a major Australian financial institution, Westpac, through the application of the research method content analysis. The theoretical framework will be shaped by the consideration of legitimacy theory and the Balanced Scorecard approach. Findings: The results indicate that the four perspectives of a traditional Balanced Scorecard are related to the main sources of influential inputs to Westpac‟s sustainability reporting – existing frameworks, stakeholder engagement mechanism, employee involvement and traditional shareholders‟ financial information needs. It also reinforced the argument that the focus of organisational legitimacy is a key resource of organisation survival. Originality/value: This research contributes to the literature on social and environmental disclosures including the research of Do, Tilt and Tilling (2007) and Baxter, Chua and Strong (2010) which was based on the sustainability management and reporting of Westpac. Keywords Balanced Scorecard, Legitimacy, Sustainability, Page 1 Introduction This paper considers sustainability management and reporting in the Australian private sector context. It aims to evaluate an Australian publicly listed firm‟s continuous voluntary...
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...The irrational side of change management 101 Organization Practice The irrational side of change management Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. Carolyn Aiken and Scott Keller In 1996, John Kotter published Leading Change. Considered by many to be the seminal work in the field of change management, Kotter’s research revealed that only 30 percent of change programs succeed. Since the book’s release, literally thousands of books and journal articles have been published on the topic, and courses dedicated to managing change are now part of many major MBA programs. Yet in 2008, a McKinsey survey of 3,199 executives around the world found, as Kotter did, that only one transformation in three succeeds. Other studies over the past ten years reveal remarkably similar results. It seems that, despite prolific output, the field of change management hasn’t led to more successful change programs. It also hasn’t helped that most academics and practitioners now agree on the building blocks for influencing employee attitudes and management behavior. McKinsey’s Emily Lawson and Colin Price provided a holistic perspective in “The psychology of change management,”1 which suggests that four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point...
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...Mission To build Prime Bank Limited into an efficient, market driven, customer focused institution with good corporate governance structure. Continuous improvement in our business policies, procedure and efficiency through integration of technology at all levels. Vision To be the best private commercial bank in Bangladesh in terms of efficiency, capital adequacy, asset quality, sound management and profitability having strong liquidity. Objective For our customers: • To provide the most courteous and efficient service in every aspects of its business • To be innovative in the development of new banking products and services For our employees: • By promoting their well-being through attractive remuneration and fringe benefits. • By promoting good stuff morally through proper staff training and development, and provision of opportunities for career development. For our share holders: • By forging ahead and consolidating its position as a stable and progressive financial institution. • By generating profits and fare return on their investment. For our community: • By assuming our role as a socially responsible corporate citizen in a tangible manner • By adhering closely to national policies and objectives thereby contributing towards the progress of the nation Strategy PBL has consistently remained focused on efficient customer service by providing wide range of product and services. PBL focused on our diverse products and services. Our customer group range from...
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...CREDIT RISK ANALYSIS SYSTEM OF STANDARD CHARTERED BANK by Abdullah Bin Haroon ID: 2003210001013 An Internship Report Presented in Partial Fulfillment Of the Requirements for the Bachelor of Business Administration SOUTHEAST UNIVERSITY, BANGLADESH October 2005 TABLE OF CONTENTS Page LIST OF TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii LIST OF FIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix CHAPTER 1 INTRODUCTION 1.1 Origin of the report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.3 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4. Limitations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 5. Methodology 1. Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Primary source . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Secondary source . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Sample Information. . . . . . . . . . . . . . . . . . . . . . . 3 5. Data Collection Method. . . . . . . . . . . . . . . . . . . . 3 6. Data Analysis. . . . . . . . . ...
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