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The Research for Differences of Bank Organization and
Performance : A Case Study of S Bank
Organizational difference,Operational performance,CAMEL,
|Publication Year :||2019|
This study analyzes the data from 10 banks owned by local financial holding companies. The sample is categorized into three types of organizational systems: regional center system, branch system and hybrid system. By using CAMEL model as a measure of performance indicators, the research examines the differences among the banks’ organizational systems and their operational performances. According to the financial data analysis of those banks, it is found that the operational performances of the banks with regional center system vary considerably between banks, but most of them, nonetheless, are ranked at the top; the banks with hybrid system fall in the middle and those with branch system come last. By averaging the rankings of each category, it is similarly found that the average ranking of the banks with regional center system comes first, followed by those with hybrid system and brach system respectively, with noticeably a significant variance among these three values.
With the use of Dynamic Competitive Model, SWOT Analysis, Diamond Framework Analysis and Focus Group Interviews to collect data on the operation of three competing banks, the results are as follows. Taishin Bank with regional center system and Yuanta Bank with hybrid system both consist of more advantages than disadvantages, although the Yuanta Bank is gradually leaning towards regional center system. However, S Bank with branch system tends to have the most disadvantages. By using C-SOP model, the research aims to investigate the challenges that the bank is facing, including cultural adjustment, business strategy, organizational design and talent development.
Finally, a few suggestions are proposed according to S Bank’s current situation:
1. Adjustments of organizational system: (1) reducing the number of branches and a step by step transformation into a regional center system, (2) changing into a business group organization, with district supervisions and PM as parts of the business group;
2. Adjustments of performance evaluation system: (1) linking (yet cutting off some items) KPIs with business group strategy;
3. Improvements on work flow: (1) improving review process and reducing heavy workloads, (2) inter-departmental coordination; (3) establishing a task force responsible for work flow improvement.
4. Full upgrade of IT systems: (1) upgrading hardware. (2) improving software.
|Appears in Collections:||財務金融組|
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