Is the organisational culture of Cape of Good Hope Bank Limited's Treasury and Investments Division ready for project management methodology?

Osborne, Vincent (2001-12)

Thesis (MBA)--Stellenbosch University, 2001.

Some digitised pages may appear illegible due to the condition of the original hard copy

Thesis

ENGLISH ABSTRACT: Cape of Good Hope Bank limited is a subsidiary company of Nedcor Limited. The Bank was established in 1831, making it the oldest Financial Institution in South Africa. As a competitor within the financial services sector, the Bank has increasingly been faced with issues that include changing client needs, increased competition, and an ever increasing operating cost structure. The Treasury and Investments Division of the Bank, which is responsible for the funding side of the business, is primarily focussed on the receiving of deposits from the corporate and retail markets. The emphasis within this mini thesis, is within the retail sector, that of the investments received from 27000 individual clients serviced from 12 "Investment centers" geographically found within the Cape Peninsula. The activities within the Division are dynamic and require continuous change in order to remain competitive. The need to integrate activities and decision making across functional areas in order to gain synergy, has resulted in the use of matrix type teams that operate across functional units, using knowledge and expertise found therein. This approach has necessitated the introduction of the principles of project management as a methodology to implement the desired changes. The projects to date have had mediocre implementation, indifferent emphasis, no real ownership or vested interest, and a lack of follow through. The effect is compounded into a lack of delivery on expectations, and allows for wasted effort, time and at greater cost. In order to understand why the above issues are occurring, this mini thesis attempts to offer that there is an ideal "culture" within which project management operates successfully, and that the current culture of the division is different to the "ideal". The role of the leader, in shifting the culture closer to the ideal, is of paramount importance. It has been suggested that the style of the leaders need to be modified in order to become more effective as divisional change agents within the sphere of successful project management methodology.

AFRIKAANSE OPSOMMING: Kaap die Goeie Hoop Bank is 'n filiaalmaatskappy van Nedkor Beperk. Die Bank is gestig in 1831 en is die langste-bestaande Bank in die land omdat dit in die kompiterende finansiële dienstesektor moet oorleef, is dit blootgestel aan veranderende kliëntbehoeftes, koste druk en 'n groeiende mededinging. Tesourie en Beleggings divisie van die Bank, wat veranwoorderlik is vir die befondsings funksie, fokus primêr op die aantrekking van deposito's uit die korporatiewe en persoonlike markte. Hierdie werkstuk lê klem op laasgenoemde waar beleggings van 27000 individuele kliente bedien word vanaf 12 beleggingsentra versprei oor die Kaapse Skiereiland. Die aktiviteite van die divisie is dinamies en vereis voortdurende verandering om tred te hou met markveranderinge. Die behoefte om besluitneming en aktiwiteite oor 'n aantal funksionele areas sinergisties te integreer, het daartoe gelei dat matriks struktuur oor funksionele grense opereer en gebruik maak van kennis en kundigheid. Hierdie benadering noodsaak die aanwending van gesonde projekbestuurbeginsels om die nodige veranderinge metodies aan te bring. Tot dusver het implementering middelmatige sukses gehad as gevolg van geen werklike eienaarskap of gevestige belange, onvoldoende en wisselende prioriteite. Die gevolg was onvoldoende lewering teenoor verwagtinge en vermorsing aan tyd en koste. Om 'n beter begrip te kry van hierdie "onvoldoende lewering teenoor verwagtinge", poog hierdie minitesis om te soek na die ideale "kultuur" waar binne projekbestuur suksesvol kan plaasvind deur die huidige kultuur van die divisie te konstrasteer met die "ideale". Die rol van die leier is van hoogste belang om die kultuurverskuiwing te laat plaasvind. Dit word voorgestel dat die bestuurstyl van die leierskap aangepas word om meer effektiefte word as divisie "veranderings agente" sodat projekbestuur metodologie in die proses sukses kan behaal.

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