Paper代写范例：Overview Of The Firstbank Nigeria Plc
Paper代写范例-尼日利亚第一银行概述。本文是一篇留学生paper写作范文，主要内容是讲述FIRSTBANK Nigeria Plc是尼日利亚历史最悠久的金融机构之一，也是尼日利亚最大的零售贷款机构，也是第一家在西非成立的银行。该银行于1894年3月在利物浦成立为有限责任公司，名称为英属西非银行。该银行于1971年3月在尼日利亚证券交易所（NSE）上市，之后于1979年收购了其名称——尼日利亚第一银行。在2005年CBN引发的全行业整合之后，该银行收购了其商业银行子公司FBN merchant Banker ltd和MBC国际银行股份有限公司。第一银行在英国设有子公司，在巴黎设有分行，在南非、中国和迪拜设有代表处，提供离岸金融服务。目前，该银行的资产超过1000亿奈拉。下面就一起来看一下这篇Paper代写范例的具体内容。
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是尼日利亚历史最悠久的金融机构之一，也是尼日利亚最大的零售贷款机构，也是第一家在西非成立的银行。该银行于1894年3月在利物浦成立为有限责任公司，名称为英属西非银行。该银行于1971年3月在尼日利亚证券交易所（NSE）上市，之后于1979年收购了其名称——尼日利亚第一银行。在2005年CBN引发的全行业整合之后，该银行收购了其商业银行子公司FBN merchant Banker ltd和MBC国际银行股份有限公司。第一银行在英国设有子公司，在巴黎设有分行，在南非、中国和迪拜设有代表处，提供离岸金融服务。目前，该银行的资产超过1000亿奈拉。
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:
ƒ˜ 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.
ƒ˜ 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.
ƒ˜ 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
ƒ˜ MONEY TRANSFER: FIRSTBANK offers funds transfer services locally and internationally through mediums like- First Domestic Transfer, Western Union, Money Gram and RIA.
ƒ˜ 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性质和规模
FIRSTBANK作为一家领先的商业银行，拥有全国最大的分行网络，多年来，该银行不断根据不断变化的金融环境审查其组织结构和企业身份。第一银行以其可靠的动态和稳定性而闻名，它为自己树立了一个品牌声誉，一个与资金的忠诚度和安全性相关的品牌商誉。
作为国家金融银行业的关键参与者，第一银行为其众多客户提供广泛的金融服务；该银行以在技术设备和服务提供方面的创新变化而闻名。作为第一家引入生物识别ATM的银行，即一种使用无针选择和指纹识别交易的ATM机，支持了这一点。该银行还通过其收购的子公司提供其他金融服务，包括保险单、住房计划、资产组合管理。
1.3产品和服务
FIRSTBANK提供广泛的批发、零售和消费银行产品和服务，以确保其作为国内第一家首选银行的声誉，。我们的产品包括：
ƒ~消费者银行：普通储蓄账户、活期账户、首次高级定期存款、首次储蓄+账户、首次高保真（儿童）账户、首次活期+活期账户（无COT）、首次活期商业账户、首次Dom账户、首次即时储蓄
账户考虑到新的CBN政策、ATM卡、股息凭证归档和电子银行服务，所有账户都可以灵活地进行柜台提款。
ƒ~批发银行：其中的服务和产品进一步分为
资产产品：包括定期贷款、透支、石油和天然气合同融资（OGCF）、银行承兑汇票、商业票据、票据贴现、项目融资、设备租赁等，
国际贸易融资：包括但不限于-进口融资、出口融资、无息保兑、信用证、托收票据、外汇交易无形汇款服务付款。
ƒ~E-银行：
First Online允许您在舒适的家中或办公室进行在线交易。
首次提醒您帐户上的即时通知
首次通过手机访问您的账户，包括购买通话时间和支付水电费。
首次付款和首次收款效果付款和多次收款到您的商家。
第一张卡：借记卡和信用卡，包括-万事达卡，第一银行奈拉万事达卡，首次现金卡，Visa卡（黄金，经典和无限），Visa信用卡。请注意，银行发行的所有卡都带有FIRSTBANK品牌名称-FIRST
图1C:UsersDanielDesktopCYNTHIAFirstBank MasterCard.jpg
C： UersDanielDesktopCYNTHIAVISA_GOLD2.gif C:用户丹尼尔桌面CYNTHIAFirstCashCard.jpg
ƒ~汇款：FIRSTBANK通过First Domestic TRANSFER、Western Union、MONEY Gram和RIA等媒介在当地和国际上提供资金转账服务。
ƒ~其他服务：银行提供的其他服务包括-农业融资、为散居尼日利亚人提供的首次散居银行服务以及及时结算水电费的账单支付（如PHCN、水利和DSTV）
1.4愿景、使命和本质
愿景：“成为明确的领导者和尼日利亚的首选银行”
使命：“通过提供尽可能好的金融服务，忠于我们的名义”
本质：第一银行品牌的DNA在于其实力、规模和可靠性，以其品牌偶像非洲大象为代表。因此，我们的品牌本质是可靠的动态，这是第一银行过去、现在和未来的整体体现。
1.5核心价值观
FirstBank的核心价值观是在快速回忆和遵循指导原则（TELL和SPIC）的首字母缩写中创造的
团队合作——每天都是一种更好的方式，团队精神作为最好的工作方式植根于我们的文化中。
道德——在与内部和外部客户打交道时，要保持银行的良好意愿，确保客户满意地离开办公室。
忠诚度——品牌名称的本质及其存在本身就是在对客户的忠诚度中演变而来的，第一银行已经存在了几代人，对客户的忠诚是我们的动力。
卓越的业绩——通过提供卓越的服务来加强银行的品牌，利用和提升客户的体验。
专业性——根据运营环境的动态，彻底改变银行的运营，同时确保我们提供无与伦比的最佳金融服务。
诚信——采用高度的道德价值观来指导所有银行业务和交易的开展，使其符合所有相关的监管要求。
以客户为中心——客户是国王，也是我们开展业务的原因，他们的需求应该按照银行的政策得到满足
1.6我们的品牌支柱
领导力——我们作为第一和第一的地位
安全保障-资金安全投资、工作保障、诚信。
企业——足智多谋、坚韧不拔
卓越的服务–效率、注重性能、可靠性、可访问性
2.0规划
本章重点介绍了目标设定、研究计划、数据收集中预计会遇到的困难以及克服这些挑战的计划。
2.1组织分析的目标
组织分析的目的是具体检查银行运营和结构框架的现状，分析职能部门和接口关系，并提出改善接口关系的方法。
2.2目标设定
目标设定包括由个人或组织制定具体的、可衡量的、可实现的、现实的和有时限的（S.M.A.R.T）目标。目标将注意力集中在与目标相关的活动上，揭示可以实现目标的目标和战略。下面的图1是组织分析的结构化项目计划。
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
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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.
活动
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课程材料审查
数据收集
数据汇编
报告编写
报告草稿审查
子集会议评审
更新报告
提交给设定顾问的草案
更正和最终提交
图2：项目计划
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2.3项目计划
审查BSN课程材料和EBSCO数据库，以了解组织结构、数据收集方法和研究报告写作风格的理论。
互联网（谷歌搜索和维基百科）在加强项目计划方面非常方便。
该项目数据收集阶段的目标是收集相关和准确的信息，获得适当目标人群的参与和合作，并促进数据的收集和分析。目标人群是职能部门的工作人员、枢纽分支机构的工作人员，职能部门（部门）和一些战略业务部门的负责人以及总部人力资本管理的工作人员。实现这一目标的媒介包括：与目标人群中的一些成员进行非正式访谈、电话调查、一对一聊天，例如部门负责人和人力资本管理部门的工作人员，因为他们的紧急职责。所有被认为敏感的问题都将通过面谈（不是正式的）而不是书面问卷来处理。
第一银行的内联网和互联网网站将广泛用于收集有关职能部门和组织结构的信息，同时将利用对总行和枢纽分行的个人访问，客观地收集有关各部门职能、接口关系的信息以及改善接口关系的建议。
数据汇编阶段将包括分析收集的数据，审查子集会议和研究报告撰写中的信息。
报告撰写阶段将涉及应用从各种材料中获得的审查数据，并从FIRSTBANK内部网和定期出版物中提取相关信息。数据结构和报告编制也将在这一阶段完成。
审查了电话回复和非正式访谈结果
在子集会议上和通过电话与Set Advisor讨论了挑战。
对文件进行更新和修订，并进行必要的更正。
2.4数据收集中遇到的困难
由于银行对大量邮件或与工作和商业环境有关的问卷的政策，问卷无法使用，因此似乎不可能进行充分的数据收集。
访问互联网和银行内部网时的网络挑战。
时间限制和受访工作人员的繁忙日程也将受到限制。
由于研究人员的公务，时间不足。
2.5克服这些困难的计划
所有被认为敏感的问题都将通过访谈而不是书面问卷来处理。
额外的时间用于访问银行的内部网，同时购买了一个替代的互联网调制解调器，以遏制网络主机的拥塞或延迟。
将对日程繁忙的工作人员进行个人面试，还将对其他工作人员使用电话和通信聊天应用程序
确保适当的时间管理。
3.0组织结构和文化
本章主要研究组织结构和组织文化理论。
3.1组织结构
组织的存在是为了实现目标；这些目标被分解为任务，作为工作的基础。
因此，组织结构一词是指个人和团体之间关于组织内任务、责任和权力分配的正式配置（Galbraith，1987；Greenberg，2011年）。换言之，这是一个框架，通常是分层的，组织在其中安排其权力和沟通渠道，并分配权利和义务。组织结构决定了角色、权力和责任的委派、控制和协调方式和程度，以及信息在管理层之间的流动方式。（谷歌商业词典）。
组织的结构可以简单地定义为将其劳动力划分为不同任务并在这些任务之间实现协调的方式的总和/（Mintzberg 1983a）
早期的组织结构通常基于产品或功能（Oliveira&Takahashi，2012）。其他人超越了这些早期的方法，研究了组织战略和结构之间的关系（Brickley，Smith，Zimmerman，&Willett，2002）。
这种方法始于阿尔弗雷德·钱德勒（Alfred Chandler，1962，2003）的里程碑式工作，他追踪了一些公司的历史发展。他从研究中得出结论，组织的战略往往会影响其结构。他认为，战略间接决定了组织的任务、技术和环境等变量，而每一个变量都会影响组织的结构。
最近，社会科学家对Chandler的论点进行了补充，认为组织的战略决定了其环境、技术和任务。这些变量，再加上增长率和权力分配，会影响组织结构。阿尔弗雷德·钱德勒（Alfred Chandler）所主张的组织结构可以在FIRSTBANK结构中看到，该结构最近进行了更改，以适应银行的预期战略。2010年10月，本行开始对其整个运营体系和员工队伍进行重组，因此我们可以推断，战略决定了组织结构。
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:
ƒ˜ Simple Structure is characterized by loose division of labor, relies on direct supervision and finds its key part at the strategic apex
ƒ˜ 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.
ƒ˜ 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.
对Mintzberg定义的批判性回顾表明，它并不反对上述观点，“每一个上层建筑的设计最终都是工作流程、过程和规模相互依存的“客观”因素与个性和社会需求的主观因素之间的妥协。组织可以在纸上构思，但它们必须与有血有肉的人一起运作。”（明茨伯格，1983年）。因此，为了对FirstBank OA进行批判性分析，将采用Mintzberg理论。
3.1.1组织结构
明茨伯格声称，组织由五个基本要素或个人群体组成，其中任何一个都可能在组织中占主导地位。设计参数决定了各个位置（示例将使用FirstBank配置显示）
运营核心：执行与组织产品或服务相关的基本工作的员工，例如：出纳员、客户服务官、外国运营人员
战略Apex：负责管理整个组织的最高管理层。该行执行董事和执行副总裁出席战略Apex
中间线：在战略顶点和运营核心之间建立直接关系的管理者。他们包括集团负责人、区域和地区办事处经理。
技术结构：负责标准化的各个方面的组织专家
一个组织的活动，如内部控制和审计、合规、信贷风险管理（CRM）和MANCO
支持人员：在组织工作流程之外为组织提供支持的个人。（I.T支持，安保人员）
Mintzberg确定了五种组织配置，但它们取决于一些偶然因素，包括组织的年龄、规模、技术系统、环境和权力因素：
ƒ~简单结构的特点是分工松散，依赖直接监督，并将其关键部分置于战略顶点
ƒ~机器官僚主义，依赖于工作流程的标准化，相对集中
决策权；其关键部分是组织规划者所在的技术结构。
专业官僚主义，涉及技能标准化，以运营核心为关键部分。
分部形式-每个分部都有自己的结构，以产出标准化为中心。创建自治单位是为了处理整个产品线，使最高管理层能够专注于大规模的战略决策。中间线是组织的关键部分。
Adhocracy是一个高度非正式、相互调整的有机组织，专家们组成团队，在各种项目上相互协调。
与大多数大公司一样，FIRSTBANK的结构以Mintzberg配置的分割形式为特征，因为各个部门（部门）都是由其产品线或终端创建的
产品。技术结构位于总部，为所有部门提供服务；支持人员分布在每个部门内，就像我们为每个地区提供IT支持一样，营销助理是分配给每个分支机构的支持人员。大多数业务活动由中层管理人员、部门负责人或单位负责人进行，他们在单位内都有某种形式的独立性和集中性。它们协调产出，在战略顶点和运营核心之间发挥作用。他们还监督运营核心的活动，预计将向战略顶点报告。
FIRSTBANK分行的典型运营结构分为两个部门-
i.运营部，负责分行的日常运营并满足客户的需求。这个部门的负责人叫分行运营经理。
ii。负责增加分行市场规模和信贷组合的零售或营销部门。业务经理是分行这一部门的负责人。
这些单位中的每一个都以独立的报告线相互独立运行，即使它们位于同一个复杂的蚂蚁中，也构成了整个群体的一部分。
鉴于本行的战略随着市场动态和技术进步的变化而不断发展，结构设计由战略规划和企业转型部门通过HCM部门确定，说明单位和个人的主要职责和报告关系。最终结构随后由战略顶点和法定监管机构（尼日利亚中央银行）批准。通常，随着组织变革的启动，银行会在其本地INTRANET和其他定期出版物或通知中提供政策。
3.1.2组织结构——有效性和效率
一个系统的有效性在于做正确的事情。这是关于产生预期或预期的结果。在衡量组织有效性时，相关的问题是：组织系统为其生存做正确的事情吗？，它是否将精力集中在创造收入的机会上？如果要生存下去，它是否能产生所需的产出？另一方面，系统的效率是指系统使用的输入，以产生正确的输出，用最少的时间和资源完成任务，它以降低性能和成本为中心。为了彻底审查组织的成功，应该考虑这两种衡量标准，因为生产力是产出投入的函数，产出是效率和效益的主题。效率应该永远是效率的仆人。（BSN第1阶段，模块IX，第575页）
纵观该行的历史和发展历程，可以大胆地说，FIRSTBANK已经实现了一定程度的效率和效益。截至2011年12月公布的本行总资产
等于N，2463543，总股本为N373572，而客户存款总额为N1783777（以百万为单位）。尽管仍有改进的空间和需要，但该行在调动经常账户存款和预订信贷方面落后。这些失误剥夺了银行的一些利益，包括增加客户群和从这些存款中收取浮动收入。
FIRST即时储蓄账户是由银行推出的，旨在弥补存款调动方面的差距，但由于要求严格，该产品没有取得多大成功，计划于今年7月启动的FINACLE 10银行解决方案的部署是一项效率措施，目的是缩短周转时间，我认为这为时已晚。
本行的战略Apex需要回顾上述几点，并得出有利的结论，以便本行能够向前发展。
3.1.3设计参数
明茨伯格确定了九个设计参数。通过使用这些参数，组织设计者可以影响个人在组织中的定位方式以及团队或部门的形成方式。设计参数为工作专业化；行为形成；培训和灌输；单元分组；大小规划和控制系统；联络装置；纵向和横向权力下放。FIRSTBANK的主要设计参数为：
职位专业化：在FIRSTBANK，所有职位都有明确的说明，要履行的角色，职位描述，关键能力和报告线都有很好的解释，让员工理解。每个职位的职位说明书都可以在内联网上轻松访问，这是银行的观点，即工作专业化可以提高员工的生产力。
ƒ~培训和灌输：为了执行任务，员工需要具备特定的技能和知识。（BSN第1阶段课程说明，第584页）。在第一银行，在需要了解和改进的基础上不断培训员工是一种趋势，这项工作是年终绩效评级中授予的评估分数的一部分。如果发现知识差距或改进需求，分支机构或部门负责人建议员工接受培训。教育和职业发展也受到鼓励。
人力资本管理与发展是银行这方面的支柱。鉴于对上述方面的需求不断增加，世行已将其HCMD培训部门更名为FIRST ACADEMY。其本质是灌输银行的价值观，确保其员工有良好的基础，并始终领先于行业趋势。在招聘员工时，无论是新员工还是有经验的员工，都会进行灌输，以便将银行的文化和价值观融入其中。
单位分组是FIRSTBANK的一个重要设计参数，因为它创建了一个监督系统，在该系统中，银行所有战略单位都有一个报告线、部门、单位或小组负责人，这鼓励了产出的标准化。第一银行采用功能分组
垂直权力下放：Mintzberg（1983a，第99页）将垂直权力下放定义为“正式权力向权力链下游的分散”。FISTBANK采用有限的垂直权力下放。部门/单位负责人被授权控制与其职能单位有关的大部分决策，这些决策被逐级下达给下属，但他们有自己的报告渠道和各种限制。
3.2组织文化
文化是指使一个组织成为
是的。一个组织的习俗，其成员的自我形象，使其与其他组织不同的因素是其文化。文化是象征性的；文化是统一的，是指将组织联系在一起的过程。文化深深植根于无意识的来源，但表现在肤浅的实践和行为准则中。
Deal和Kennedy（1982）认为，文化是决定组织成败的最重要因素。他们确定了文化的四个关键方面：
价值观——企业文化的核心信念。
英雄——体现价值观的人。
仪式和仪式——具有强烈象征性的日常互动。
文化网络——组织中非正式的沟通系统或隐藏的权力等级制度。
Peters和Waterman（1982）提出了组织文化和企业绩效之间联系的心理学理论。文化可以被视为工作的回报；我们为组织和文化做出了巨大牺牲，这是一种努力回报的形式。
Schein（1992）说，组织文化是随着时间的推移而发展的，因为组织中的人学会了成功地处理外部适应和内部整合的问题。它成为共同的语言和共同的背景。员工价值观是根据组织价值观来衡量的，以预测员工留下来的意图，并预测离职率。这是通过组织文化档案（OCP）等工具来衡量员工承诺的（O’Reilly，Chatman&Caldwell，1991）。
然而，Daniel Denison的模型（1990）断言，组织文化可以用四个一般维度来描述：
使命——战略方向和意图、目标和愿景
适应性——创造变革、以客户为中心和组织学习
参与——授权、团队导向和能力发展
一致性——核心价值观、协议、协调/整合
Denison的模型还允许将文化广泛地描述为以外部或内部为中心，以及灵活与稳定。该模型通常用于诊断组织中的文化问题。
3.2.1影响组织文化的因素（第一银行）
根据Schein（1992）的观点，文化在组织中发展的两个主要原因是外部适应和内部融合。外部适应反映了一种对组织文化的进化方法，并表明文化的发展和持续是因为它们有助于组织的生存和繁荣。如果文化是有价值的，那么它就有可能产生持续的竞争优势。此外，内部一体化是一项重要职能，因为组织的存在需要社会结构。组织实践是通过工作场所的社会化学习的。工作环境通过鼓励员工行使文化价值观来强化日常文化。组织文化是由多种因素形成的，包括以下因素：
外部环境
工业
组织劳动力的规模和性质
组织使用的技术
组织的历史和所有权
第一银行的外部环境包括不断涌现的竞争对手，这一点的实现推动了第一银行管理层的开拓和创新。越来越多的银行提供与第一银行具有排他性的相同产品来支持这一点，卓越的服务提供和品牌价值/定位是与其他银行相比具有优势的关键。第一银行外部环境的其他方面包括银行必须遵守的法律或法定法规、尼日利亚的政治和社会经济动态。
与其他银行相比，该银行的员工队伍相当庞大，因为其他银行拥有最多的分行网络和通过其子公司进行的新兴海外银行业务。在重塑本行员工品牌之前，1stBank在
2008年，该行裁减了900多名员工，尤其是那些服务时间超过25年的员工，管理层立即开始招聘相对年轻的新员工和经验丰富的员工，除此之外，还提高了工资以适应现代银行家的身份。这方面的一种新文化已经形成，因为第一银行不再以长西装和老员工为特色。
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第一银行文化
FIRSTBANK拥有一种强大的文化，这种文化正在不断改进。根据Daniel Denison的文化维度模型，第一银行的使命、战略方向、目标和目的被员工清楚地理解。该行努力让员工按照其核心价值观生活，迄今为止，这在耐用性和商誉方面对该行有所帮助。鉴于上述内容的重要性，第一银行定期进行神秘购物活动和分行抽查，以确保我们言行一致，因此员工被要求与火车同行。
FirstBank能够快速适应行业变化，并能够快速发现市场机会，因此，在银行业的某些产品或创新方面，FirstBank往往是最领先的银行。银行的政策是，员工必须遵守特定的着装规范，将银行的经营场所涂成特定的方式和颜色，以“FIRST”品牌和独特的服务提供方式向客户提供产品和服务。所有这些都将银行和第一银行区别于其他所有银行或个人。大象也是第一银行文化的历史象征，代表着稳定和强大，正如Peters和Waterman（1982）所指出的，强大的银行文化积极提高了其善意和市场份额，但情况可能会好转。
银行的文化存在一个需要改进的领域，因为通常在其成员内部讨论员工的积极性不足，晋升过程缓慢是其中的一个主要方面。
最近，对该行选择通过退休（和解雇）员工（尽管有令人垂涎的激励措施）来裁员的审查支持了这一点。在文化的基础上开火
企业文化的概念通常被认为是创造“家庭式”环境的一个来源，也被用于解雇，这种做法始于鞋业公司Zappos，该公司随后为被解雇的员工提供巨额补偿。（谷歌-维基百科。由于企业文化可能意味着几乎所有的东西，基于文化的解雇意味着雇主不接受并希望包容员工的文化，因此员工“不适合企业文化”，尽管这可能属于歧视，但目前仍没有法律或判例法来解决或解决使这种做法成为可能并为企业所用的问题。从2008年开始，解雇企业文化是最近的一种做法。
3.2.3文化类型
Handy（1985）确定了四（4）种类型的组织文化，它们包括：
权力文化：创业本质，集中控制，快速反应，建立在信任的基础上灵活。
角色文化：角色比人更重要，由职能、规则和程序驱动
任务文化：跨职能，基于工作和项目，网络化，围绕任务协调和组合工作。
人的文化：人是中心焦点，只有在成员同意的情况下才能进行控制。
FIRSTBANK采用角色文化，这是因为角色先于其背后的人，劳动力也受到规则（政策）和程序的驱动。
3.2.4过程方法
过程方法是一种翻译模式，其中思想或物体的运动存在于意义上
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