...National Bank of Pakistan is one of the largest commercial bank operating in Pakistan. It has redefined its role and has moved from a public sector organization into a modern commercial bank. The Bank's services are available to individuals, corporate entities and government. While it continues to act as trustee of public funds and as the agent to the State Bank of Pakistan (in places where SBP does not have presence). It has diversified its business portfolio and is today a major lead player in the debt equity market, corporate investment banking, retail and consumer banking, agricultural financing, treasury services and is showing growing interest in promoting and developing the country's small and medium enterprises and at the same time fulfilling its social responsibilities, as a corporate citizen. In today's competitive business environment, NBP needed to redefine its role and shed the public sector bank image, for a modern commercial bank. It has offloaded 23.2 percent share in the stock market, and while it has not been completely privatized like the other three public sector banks, partial privatization has taken place. It is now listed on the Karachi/Islamabad/Lahore Stock Exchanges National Bank of Pakistan is today a progressive, efficient, and customer focused institution. It has developed a wide range of consumer products, to enhance business and cater to the different segments of society. Some schemes have been specifically designed for the low to middle income...
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...The National Bank was founded and established by Alexander Hamilton. The National Bank helped fund the public debt that was left from the American Revolution. The bank was capitalized at $10 million, with $8 million coming from private sources and $2 million coming from the government. The bank then had the right to issue notes or currency up to $10 million. The notes would be suitable for payment of taxes, a feature that would provide the Bank with a strong advantage over its competitors. The bank had a great resource on its side. It had the governments help. With the governments help, the National Bank was able to provide a lot of help including a ready source of loans, a principal depository for federal monies that were transferable from city to city without charge, and a clearing agent for payments on the national debt. With the bank being so successful, it allowed entrepreneurs the resources they needed to become successful. They were able to go borrow the money needed for research to make their business become successful. They were also able to go get money for business supplies that were needed. Having the National Bank helped entrepreneurs set forward and start their businesses. Without the National Bank, entrepreneurs wouldn’t have the funds available to become successful and start their businesses. In today’s world, it can be hard to get a loan. When going for a loan the bank looks at a couple different things. The first one would be your credit. Looking at your credit...
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...Executive Summary The “THE CANADIAN NATIONAL BANK” case is about the conflicts between Lesley Mahon and Pam Stewart. Lesley is a young lady with high education level. Pam is an old employee full of working experience. They had had conflicts since Lesley’s first day working as Pam’s leader. Since Pam has written a complaint letter to head office to allege Lesley. Lesley must take some action to protect her job. Main problems in the case: 1. Lesley’s leadership 2. Pam’s attitude and personality 3. Other issue (1) Bank’s promoting system (2) Robert’s supervision (3) Lesley and Pam’s communication Alternatives: 1. Agree Pam to take the accounting course on Thursday and find another employee to complete Pam’s job. 2. Invite Pam and Robert to Lesley’s office and have a conversation on this situation. The conversation should in an equal relationship. 3. Explain the relationship between Lesley herself and Pam to the NCEC. Let the head office to make the decision. 4. Quit the job in this branch and apply the same job offered in her home town of Sarnia, Ontario. As a recommendation, Lesley should combine the alternative. First take alternative one to relieve the tense situation. Then take alternative three to get the initiative in problem solving. Eventually, take alternative two to resolve the problem between herself and Pam. Problem Statement Lesley Mahon and Pam Stewart had had conflicts since the first day of Lesley’s appointment. Four months later...
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...Formerly National City Bank Tiffany Glover Finance 3670 Commercial Banking Table of Contents Introduction…………………………………………………………1 Financial Products………………………………………………….2 Structural Changes…………………………………………………3 Ratios………………………………………………………………….4 Performance…………………………………………………………5 Financial Statements………………………………………………Appendix National City Corporation was a company based in Cleveland, Ohio, founded on May 17, 1845 when a group of Cleveland businessmen pooled $50,000 to organize the City Bank of Cleveland. Reuben Sheldon and Theodoric C. Severance, formerly of the Fireman's Insurance Company, organized The City Bank of Cleveland. The city's only bank at the time opened its doors to the public at No. 52 Superior Street. The company operated through an extensive banking network primarily in Ohio, Illinois, Indiana, Kentucky, Michigan, Missouri, Pennsylvania, Florida, and Wisconsin, and also served customers in selected markets nationally. Its core businesses included commercial and retail banking, mortgage financing and servicing, consumer finance, and asset management. The bank reached out to customers primarily through mass advertising and offered comprehensive banking services online. In the late 1990's National City began a strategy to increase the yields on it assets. In 1999, the company purchased First Franklin Financial Corp., a large subprime mortgage lender. Instead of selling the loans, as most mortgage companies do, National City retained many of the...
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...MOHAWK NATIONAL BANK Question 1: How do you implement change in a bank? In a traditional organization of Mohawk National Bank, the main problem is that there is no communication and cooperation between departments due to absence of a project manager, who could act as focal point for the integration work. For solving their problem Mohawk National Bank is thinking to consider a new organizational structure: matrix organization. The main obstacle of this project is the hostility at change of most of the employees. For overcome this obstacle Bank top-managers have to find a Project Manager that can motivate and convince people that this change it is important and necessary for Bank’s business life. The first step is to select the right people within the organization. Looking carefully at the interviewed of the most competent employees it seems that nobody it is perfectly suitable for the project, so it is fundamental the support of top Management. Top Management have to choose one of those in trial for some month and then decide if assigned him/her permanently to the position of Project Manager. Question 2: What are some of the major reason why employees do not want to become project managers? Banks are generally traditionalist and regimented, mainly due to strict rules, policies and procedures. Also employees have got similar characteristics: many of them have been in Mohawk Bank between 20 and 30 years and for this reason they will resist to change and fight the...
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...Inland National Bank Case Study objectives: • to show how... 1. stakeholders’ needs and demands are often interlinked with one another, 2. consequently affecting each other, 3. and ultimately, impacting the business firm in their decisions. • to serve as an exercise for future requirements. ? QUESTION who are the stakeholders in this case? which are primary, and which are secondary? what influence do they have? draw a diagram of the stakeholder relationships to INB. how are they related to each other? primarystakeholders investors owners stockholders CEO: “technology could better serve customers.” senior management amy miller (manager) employees / labor unions customers old neighborhood (Rockdale) poor neighborhood (N. Madison) secondarystakeholders local government /city officials Sheila Thomas (city council member) media state & federal banking officials state banking commissioner newly appointed by the governor heard public’s opinion general public picketers, etc. ? QUESTION if INB decides to close one or both of the branch banks, how will the business-government-society relationship come into play? what considerations must be weighed by INB’s management? how might the issue develop? Inland National Bank has acquired Home Savings Bank (HSB) has a reputation for community involvement & solid financial performance has a good reputation with state & federal bank regulators in terms of compliance with banking...
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...her manager's arrangement, she put her bad emotion from family life to work. But she indeed is a good skilled employee and very good at her job and done it very excellent. Lesley, 24 year-old, well educated but less experience. She just a new manager at the branch. Treat to everyone quite nice. But she did not know employee's difficulties well just told Pam comply the bank decision on work. And lack of communication with Pam and lead to the final conflict happened eventually. Recommendations To get Pam retained about the new work from policy change and let her take a program to learn work more cooperated with peers and learn the EMPLOYEE RULES. Offer her some help to her family troubles as possible as company can, and give her a little warm about her pervious behaviors. If the all done she still has no change then give her a dismissal. Problem Statement The main problem It was 10:00 a.m. On February 26, 1997, and Lesley Mahon, manager fo customer service at the Chatham Branch of the Canadian National Bank, had just completed a phone conversation with Robert Aronson, the manager for all branches of the bank in the Chatham region. Lesley was alarmed about the news that Pam Stewart, one of the Chatham branch's customer service representatives, had...
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...1: Century National Bank The Century National Bank has offices in several cities in the Midwest and the southeastern part of the United States. Mr. Dan Selig, president and CEO, would like to know the characteristics of his checking account customers. What is the balance of a typical customer? How many other bank services do the checking account customers use? Do the customers use the ATM service and, if so, how often? What about debt cards? Who uses them, and how are they used? To better understanding the customers, Mr. Selig asked Mrs. Wendy Lamberg, Director of planning, to select a sample of customers and prepare a report. To begin, she has appointed a team of us. Then, we started by selecting a random sample of 60 customers. In addition to the balance in each account at the end of last month, we determined: * The number of ATM (automatic teller machine) transactions in the last month. * The number of other bank services (a saving account, a certificate of deposit, etc) the customer uses. * Whether the customer has a debt card (this is a relatively new bank service in which charges are made directly to the customer's account). * Whether or not interest is paid on the checking account. * The sample includes customers from the branches in Cincinnati, Ohio; Atlanta, Georgia; Louisville, Kentucky; and Erie, Pennsylvania. Banking Data Set-case: X1 = Account balance in $ X2 = Number of ATM transactions in the month X3 = Number of other bank services used ...
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...What are the human resource issues facing the vice president's department and under which of the HR domains (e.g. Organizational Design, Staffing, Performance Management an Appraisal) does each issue belong? Identify some strategies for dealing with these issues. There are four employees under Suzanne Roberts (Vice President of Accounting at Valley National Bank); Bob Phillips, Carla Goodman, Greg Williams, and Kathy Lewis. Some of the issues facing the vice president’s department are: Staffing, Performance Management, and Appraisal. Bob Phillips came to Valley National Bank to manage through a merger. He managed/supervised only two people in his previous position and he lacked organizational and planning skills. He also has weak interpersonal skills which had created hard feelings among employees in the department. In regards to performance management, performance reviews are late up to six months and employee morale is low and attitudes toward the company have hardened. In regards to staffing, good people quit the bank and/or transferred to other departments and the replacements for those employees were done poorly in the way that the first person who walked in for an interview was hired (which means unqualified people were more than likely hired or a more qualified person did not have the opportunity to interview). Bob is very good at solving financial and accounting problems and he has an extensive knowledge of all major software programs. Another problem is Carla Goodman...
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...Buckeye National Bank 1. a) PDOR- Est. MOH/Est. Act. (Total indirect costs/total value of checks processed) $2,850,000/$95,000,000= $0.03 per dollar processed. b) (i) Retail Line—(Value of checks processed X cost per dollar processed) $9,500,000 X $0.03= $285,000 (ii) Business Line $85,500,000 X $0.03= $2,565,000 The allocations are driven by the dollar value of the checks processed. c) (i) Total indirect cost proportion for Retail Line (Allocation amount/Est. MOH) $285,000/$2,850,000= 10% (ii) Total indirect cost proportion for Business line $2,565,000/$2,850,000= 90% The original system assumed that indirect costs are incurred in direct proportion to the dollar value of the checks processed. This allocation is approximately accurate only if the indirect costs in Exhibit B are incurred in direct proportion to the dollar value of the checks each customer line writes. d) (i) Annual indirect cost per Retail account. (Allocated indirect costs/number of accounts) $285,000/150,000= $1.90 per account (ii) Annual indirect cost per Business account $2,565,000/50,000= $51.30 per account e) (i) Contribution to profit per Retail account (Revenue per account minus cost per account) $10.00 - $1.90= $8.10 (ii) Contribution to profit per Business account $40.00 - $51.30= ($11.30) This suggests Buckeye National Bank should pursue a strategy that increases the retail-customer base because the original cost system shows retail customers are profitable, but business customers...
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...Zebra National Bank Hechos Actividades: créditos con y sin garantía, operaciones de cartera de inversión, relaciones con bancos corresponsales. Clientes: 3000 con saldo medio USD 200,000 No existía ni se habían contemplado, las cuentas de ahorros y personales. El Banco contaba con buenas relaciones con sus clientes, debido a que lo altos funcionarios se ocupaban de estas cuentas personalmente. No existía un organigrama oficial y existían 6 vice-‐presidencias y una oficina de inventaría que dependía directamente de la presidencia y Junta Directiva. El éxito de el servicio al cliente se atribuía a la vicepresidencia de relaciones publicas, dirigida en los últimos 25 anos por Edward James y Arthur Small. Ambos con altas cualidades humanas y profesionales. Sus principales fortalezas se basan en las excelentes relaciones con los clientes, iniciativa, trabajo constante y simpatía personal. Personajes...
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...1. Under the original (old) cost system: a. Compute the single indirect cost allocation rate that the bank would use to allocate the total indirect costs presented in Exhibit B. 2850 / 95000 = $0.03 b. Use your answer to part A to determine the total annual indirect cost assigned to: i. The retail customer line, and 9500 * 0.03 = $285 ii. The business customer line. What drives theses allocations? 85500 * 0.03 = $2565 Paying checks which was processed c. What proportion of the total indirect cost is assigned to: iii. The retail customer line, and iv. The business customer line? Why? That is, what is the underlying rationale for indirect cost allocation under the old system? What assumption must hold approximately true for the original cost allocation procedure to generate “accurate” customer cost information? Retail line: $285 285 /(285+2565) =10％ Business line: $2565 2565 /(285+2565) =90％ Since the old indirect cost was allocated by paying checks, which was processed, and 90% of the checks wrote through business line, 90% indirect cost was allocated in Business line and 10% was allocated in retail line. d. Use your answer to part B and data on the number of retail and business accounts to determine: v. The indirect cost per retail account, and vi. The indirect cost per business account Retail: 285 / 150 (number of accounts) = $1.9 Business: 2565 / 50 = $51.3 ...
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...c. ‘MOHAWK NATIONAL BANK’ VAKA ÇALIŞMASI 1) Öncelikli olarak, departman müdürleri matriks örgüt yapısı için ikna edilmelidir. Daha sonra, fonksiyonel takım üyeleri, yeni sistemin ( matriks örgütlenme) başarılı olacağı, işe yarayacağı konusunda ikna edilmelidir. Bu çalışanlar kıdemli çalışanlar olduğu için değişimi reddetmektedir. Bu kişileri ikna etmek de süreçten sorumlu başkan ve başkan yardımcısına düşmektedir. 2) Çalışanların proje yöneticisi olmak istememesinin başlıca sebepleri: - Çalışan kişilerin alanlarında uzman kişiler olması ve bu kişiler uzun zamandır aynı bölümde çalıştıkları için ve işlerinden memnun oldukları için kariyerlerinde değişiklik yapmak istememeleri - Çalışanların, proje yöneticisi olduklarında, daha üst seviye yönetimle aralarındaki iletişimin kopacağını düşünmeleri - Çalışanların proje yöneticisi olduğunda başarısız olmalarından korkmaları - Çalışanların, proje yöneticisi özelliklerinin, kendi kişisel özelliklerine uygun olmadığını düşünmeleri - Çalışanların sistem değişikliğini sevmemeleri 3) İlk grup proje yöneticileri, şirket içindeki çalışanlardan seçilmelidir. Dışarıdan atanacak kişi, proje takımlarını tanımadığı için onları motive edemeyebilir. Bu yüzden sistem başarısız olabilir. Diğer çalışanlar, güvendikleri ve tanıdıkları proje yöneticisiyle çalışmak isteyecektir. Bu yüzden, mantıklı olan, proje yöneticilerini şirket içinden terfi yoluyla seçmektir. Bu kişiler...
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...businesses continue to grow in importance to the national economy. According to the Small Business Administration, America’s 22 million small businesses generate more than half of the nation’s Gross Domestic Product and are the principal source of new jobs. The National Foundation for Women Business Owners reported that between 1987 and 1994, the number of women-owned businesses grew by 78% and women-owned firms accounted for 36% of all firms. Although the growth in the number of women-owned businesses is encouraging, the size of such businesses remains small in terms of both revenues and number of employees, especially in comparison to male-owned businesses. One explanation for this disparity is that female business ownership is concentrated primarily in the retail and service industries where businesses are relatively smaller in terms of employment and revenue as opposed to high technology, construction, and manufacturing. One of the most fruitful streams of research in women’s occupational choice has been based on EXECUTIVE SUMMARY Address correspondence to Alexandra L. Anna at HQ USAFA/DFM, 2354 Fairchild Drive, Suite 6H94, USAFA, CO 80840-5701; (719) 333-4405; Fax: (719) 333-2944; E-mail: AnnaAL.DFM@USAFA.AF.MIL This research was funded in part by the Ewing Marion Kauffman Foundation and the Center for Entrepreneurial Leadership. An earlier version of this paper was presented in the Entrepreneurship Division of the National Academy of Management Meeting held in Cincinnati...
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...government to develop and deploy advanced network applications and technologies, accelerating the creation of tomorrow's Internet.” (https://www.wpi.edu/.../Internet2/about.html) Over the years and as the Internet gained popularity, universities were the first organizations to recognize the limitations of bandwidth as it relates to data transfer rates and the need to share information and collaborate with other research institutes, universities, and colleagues. The need to support high performance applications and share information lead to the creation of the vBNS or very-high-performance Backbone Network Service in 1995 (http://en.wikipedia.org/wiki/Internet2). With a consortium of various investors and partnerships including the National Science Foundation, MCI, Qwest, Level3, and 30+ universities, Internet2 was formed. Through this consortium “Internet2 provides the U.S. research and education community with a network that satisfies their bandwidth-intensive requirements. The network itself is a dynamic, robust and cost-effective hybrid optical and packet network. It furnishes a 100 Gbit/s network backbone to more than 210 U.S. educational institutions, 70 corporations and 45 non-profit and government agencies.” (http://en.wikipedia.org/wiki/Internet2) Their goals include creating and maintaining a leading-edge network, exploiting broadband capabilities through new-generation applications, and new network services for all levels of educational use, with hopes to...
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