Grunig (1992:114) states that internal communication is so entwined with the process of organising and with organisational structure, environment, power and culture that many theorists of organisational communication argue that organisations would not exist without communication. Grunig (1992) goes further by saying that internal communication is the catalyst if not the key to organisational excellence and effectiveness. In this study an attempt was made to illustrate the link between the internal corporate communication programme of an organisation’s Chief Executive Officer and the commitment levels towards the same organisation of middle management employees. The Absa Group is used as a case study for the purposes of this dissertation. The problem that prompted this research has, therefore, been formulated as: Does the internal corporate communication programme of the Group Chief Executive of the Absa Group have any significance for the commitment levels of selected middle management employees in Gauteng towards the organisation? Theoretical statements were based on the theoretical orientation of the open systems theory from a subjectivist approach, the importance of internal corporate communication and the relationship between leadership and internal corporate communication and were formulated as: · From a systems theory perspective, organisations must exchange (import-transformexport) “energy” (products, information and materials) with their environments in order to survive (Dahnke & Clatterbuck, 1990:162). · Internal communication is the catalyst if not the key to organisational excellence and effectiveness (Grunig, 1992:114). · Effective leadership communication leads to employee commitment (Mayfield & Mayfield, 2002:89). The dissertation concludes with the postulation that there is a significant link between the internal corporate communication strategy and approach of the Absa Group Chief Executive and the commitment levels towards the organisation of selected middle management employees. / Prof. Gideon de Wet

A new economic order has developed that is referred to as the New Economy and has brought about a shift in focus from manufactured goods and services to an economy that places emphasis on knowledge and the application thereof within a specific context (Leung, 2002). Furthermore, this economy places emphasis on the saliency of information and how it can be used as a competitive and commercial tool. The New Economy is characterised by a unique consumer that functions within it called the New Consumer and this individual functions as a ubiquitous entity that is always on as this individual uses mobile devices that enables them to conduct business and communicate anywhere and at any time. The New Consumer is characterised by being individualistic, involved, independent and informed but also suffers from scarcities such as time, attention and trust. In view hereof, value has become a pivotal matter that all organisations should place emphasis on when delivering products and services to this consumer. Furthermore, Information and Communication Technologies (ICTs) has brought about a technological revolution in the New Economy and has changed the way in which the consumer works and conducts business. Mobile devices form an important component of the New Economy as it also offers organisations the opportunity to adopt new business models, using wireless technology, that enable mobile business (m-business) solutions. M-business refers to the purchasing of information, goods and services via a mobile device (Anon., 2000c) and organisations offering m-business in the New Economy are enabled to offer the advantages such as delivering just the right information, to just the right people at just the right time which means that convenient and personalised location-based information can be delivered to the individual. One industry that has adopted the m-business solution, as a value-added service, is the banking industry and various banks are offering the mobile financial solution to consumers meaning that they can access their accounts, pay their bills and make transfers using a mobile device. As many banks have adopted m-banking, as a value-added m-business offering, a credible source that elaborates on the implementation of m-banking and the industry requirements pertaining to the implementation process is Mobey Forum who has published the Mobey Forum White Paper (Anon., 2004p) that explains the implementation requirements of mobile financial services such as customer proposition, business priorities, technical issues and implementation issues. This study focuses on the industry requirements of m-banking, as set out by the Mobey Forum White Paper (Anon., 2004p). Absa, a South African bank, has been utilised as a one-shot case study todetermine how the industry requirements of mobile banking, as a value-added m-business offering, is implemented by the bank. / Ms. Andrea Crystal,

M. Tech. Business Administration / In many developing countries, including South Africa, the banking sector is highly concentrated resulting in intense competition among the big four banks in South Africa (e.g. Standard Bank, Nedbank, First National Bank and Absa, and one emerging bank Capitec). In favourable economic conditions, the banking sector plays an essential role in the economic growth of the country. However, the global financial crisis of late 2007 changed the outlook for an already slowing economy, and South Africa was not immune to the impact of the global financial crisis-induced economic slowdown. The banks have been faced with increasing competition and rising costs as a result of regulatory, financial and technological innovation, entry of the foreign banks in the retail banking environment, local competitors who are introducing new and innovative product offering and the challenges of the recent financial crisis. These changes have had a dramatic impact on the performance in sales for commercial banks. Retail banking offers a comprehensive suite of products (e.g. Home Loans, Vehicle Finance, Sales and Investments and Cheques) to customers. It also provides these products through extensive branch networks. Over a period of six months, certain branches of Absa Bank have not been able to meet set targets in sales of the banking products and have caused under-performance in sales for the relevant branches. There are 47 branches in the Gauteng East Region and, among these, six branches were randomly selected under-performing branches in terms of sales targets. This research aims to determine the causes behind under-performance in these East Gauteng branches, as such information would provide management with useful information. The aim of the study is to tests the influence of employee satisfaction, service quality, and customer satisfaction on sales performance, i.e., how these variables impact on sales performance at the branch level.

The focus of this study was to investigate the perception of employees on environmental performance within a corporate company. In this instance Absa Bank Limited was the organisation under investigation referring directly to the banks impact on the environment. A literature study was conducted to establish an awareness of all related terms and subjects to environmental performance. Further a specific focus on Absa Bank Limited?s environmental impact and the policies and procedures set out by this organisation was researched and discussed. An empirical study was conducted by means of a self completion questionnaire administered by a random sample of employees working for Absa Bank Limited. Quantitative research that was conducted by means of questionnaires were distributed through the Absa Bank Limited Group to 200 employees in the Gauteng and North West Province and distributed through different departments and management levels. 52 usable questionnaires were gathered out of the abovementioned areas. Cronbach Alpha coefficient values were used to determine the internal consistency amongst items in the research instrument. The research instrument used in this study to assess perception of employees on the environmental performance within Absa Bank Limited had acceptable reliability, since not one of the constructs had a lower Cronbach Alpha coefficient than 0.7. The correlation between the demographical variables and the seven constructs were examined by independent t–tests and effect sizes. The demographical factors used were the gender classification of respondents, number of years employed by Absa Bank Limited and the management level of the respondents. In all instances the effect sizes were too small to be of any practical significance since none of the effect sizes had a large effect (d–value = 0.8). Recommendations and practical ways in which environmental performance could be enhanced and maintained in Absa Bank Limited were discussed. It was also reccomended that systems and procedures should be revisited and adapted to ensure adherence to the requirements of environmental performance. The report concluded by addressing the achievement of all the objectives, and by recommending possible future research that could be undertaken based on this study. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The focus of this study was to investigate the perception of employees on environmental performance within a corporate company. In this instance Absa Bank Limited was the organisation under investigation referring directly to the banks impact on the environment. A literature study was conducted to establish an awareness of all related terms and subjects to environmental performance. Further a specific focus on Absa Bank Limited?s environmental impact and the policies and procedures set out by this organisation was researched and discussed. An empirical study was conducted by means of a self completion questionnaire administered by a random sample of employees working for Absa Bank Limited. Quantitative research that was conducted by means of questionnaires were distributed through the Absa Bank Limited Group to 200 employees in the Gauteng and North West Province and distributed through different departments and management levels. 52 usable questionnaires were gathered out of the abovementioned areas. Cronbach Alpha coefficient values were used to determine the internal consistency amongst items in the research instrument. The research instrument used in this study to assess perception of employees on the environmental performance within Absa Bank Limited had acceptable reliability, since not one of the constructs had a lower Cronbach Alpha coefficient than 0.7. The correlation between the demographical variables and the seven constructs were examined by independent t–tests and effect sizes. The demographical factors used were the gender classification of respondents, number of years employed by Absa Bank Limited and the management level of the respondents. In all instances the effect sizes were too small to be of any practical significance since none of the effect sizes had a large effect (d–value = 0.8). Recommendations and practical ways in which environmental performance could be enhanced and maintained in Absa Bank Limited were discussed. It was also reccomended that systems and procedures should be revisited and adapted to ensure adherence to the requirements of environmental performance. The report concluded by addressing the achievement of all the objectives, and by recommending possible future research that could be undertaken based on this study. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

M.A. / The purpose of the mini-dissertation is to investigate the implementation of the language policies of financial institutions. These institutions are ABSA and NEDCOR. The research was conducted against the backdrop of the 1996 Constitution. Despite the constitutional recognition of eleven official languages, the use of official languages is only enforced in national, provincial and local government institutions. The task of promoting functional multilingualism in the private sector has fallen to PANSALB. However, English is being used overwhelmingly, especially in business. Unfortunately only 25% of speakers of indigenous languages speak English well enough to actively partake in the economy. Scant research exists regarding language preferences of clients of financial institutions. Banks claim their research shows English as the preferred banking language. They are therefore reluctant to implement indigenous languages ABSA and NEDCOR were chosen for the study and research was conducted at selected branches of ABSA, Nedbank and People’s Bank. Both quantitative and qualitative research was employed and managers, ground staff and clients were included in the study. Information was gathered over a period of eighteen months, starting from February 2003. Two hypotheses were tested: a) A discrepancy exists between the theoretical and practical implementation of the language policies of financial institutions; and b) A discrepancy exists in the language behaviour of people with different educational levels. During the empirical part of the study qualitative interviews were held with representatives of ABSA and NEDCOR who deal with the language policies of their respective banks. The sentiment is expressed in each case that the bank knows that its organic growth lies in the so-called “unbanked” sector of the market, which translates into the speakers of indigenous languages. The official/unofficial policies state that there is no discrimination against any language, but that in the case of services not being available in a specific language, English will be used. The argument used for the fact that there are few services available in indigenous languages is the lack of financial terminology and lack of legal validity of documents written in indigenous languages. Research proved both arguments invalid. Banks felt that the implementation of indigenous languages would incur great costs. Ground staff and clients at all the branches answered questionnaires and were interviewed. In this way quantitative as well as qualitative data was collected. Looking at the two hypotheses that were tested, the results show that a discrepancy exists between the theoretical and practical implementation of the language policies of ABSA and NEDCOR. Far more is done by managers and ground staff at both these institutions to accommodate speakers of indigenous languages than by policy makers. The second hypothesis, which examines a discrepancy in the language behaviour of people with differing educational levels, also proves to be valid. Respondents with a low educational level need services in their mother tongue to operate but those with a high level of education, want to see their languages being used because of a cultural identification and a pride in their languages.

Prof. F. Herbst

The purpose of this study was to determine the impact of Mzansi account initiative on the performance of the Amalgamated Banks of South Africa (ABSA). Mzansi account is a national entry level bank account that was launched in October 2004. The Mzansi bank account was established to cater for the previously disadvantaged people, living in remote and rural areas of South Africa. The Mzansi account is a product of the voluntary commitment by the Financial Services Sector as a response to the Government effort to address inequalities of the past. Historically, banks among other service providers did not actively offer banking services to poor people, especially those who lived in the rural and remote areas. This study examined how ABSA, in particular, reacted to Mzansi account conceptualization. The study also looked at the financial and non-financial impact of the implementation of the Financial Services Charter Initiative since 2004 until 2008. While the study focused on the charter since its conceptualisation, it also tracked the performance of ABSA a year before the charter which is the year 2003. Lastly, the study intended to evaluate the performance of ABSA, its macro and micro environment and the present day business environment within the FSC initiative scenario. The data collection for the study was acquired through literature review, observational study and case study research methodology. Findings of this study show that Mzansi initiative was found to have been a worthwhile initiative that has reached millions of low income people, who now have access to banking facilities and a formal banking instrument. However, the Mzansi initiative has not added a markedly value to the performance of ABSA bank. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

From Integrative summary: This document consists of three sections namely, an evaluation report (section 1), literature review (section 2), and research methodology (section 3). The evaluation report sets out the terms of reference for the research as well as identifying the objectives of the research. It also contains a summary of the literature review section, as well as a research methodology section summary. The literature review section contains a detailed review of the literature used in this study. This section sets out by reviewing existing literature on the topic of leadership, discussing the key elements of organisational culture and includes a short discussion on the typologies of culture. The Competing Values Framework as an organisational culture typology is discussed in greater detail, since it forms the foundation upon which the measurement and data collection tools for this research are founded. The research methodology section explains the research methodology and design employed in this study. This section also addresses some of the ethical considerations for this research, as well as how the researcher addressed them. There is also a brief discussion on the limitations of the research and the application of the results. This research focused on a business unit within Absa Business Bank, named Enterprise Business Gauteng Region, with the aim of investigating the “current organisational culture” in the business unit and the leadership competencies profile of its 11 Sales Managers. This was to provide the basis and departure point for the strategic organisational culture change that the new business unit head would have wanted to effect as the business has a history of non-performance, which the new business unit head aims to change. In order to diagnose the “current organisational culture” type, an organisational culture measurement tool based on the Competing Values Framework was used. The Competing Values Framework is a four-category organisational culture typology developed by Cameron and Quinn. The framework is based on two dimensions, how stable or flexible the organisation is, and how externally or internally focused it is. This framework was also employed to establish the leadership competencies profile of Sales Managers, as observed and experienced by the frontline staff, as well as the “desired organisational culture”, as intended by the new business unit head. Through hypotheses testing, the research revealed a statistically significant difference in perceptions of culture between males and females in the business unit. The perceptions of the female frontline staff about the “current” business unit culture indicated that they find it not to be empowering and less allowing for individuality and risk taking when compared to the male staff. The research also concluded that there is no statistically significant difference between leadership competencies associated with the four categories of the Competing Values Framework in the business unit. Comparisons between the “current” and the “desired” organisational culture revealed a misalignment. The main recommendations to the new business unit head were to get the leadership competencies of the Sales Managers aligned with the “desired organisational culture” state, and drive a purposive organisational culture change effort. To support this culture change, the espoused values of the business unit would need to be aligned to the desired culture state. To address the differences in perceptions of culture between males and females the business unit head would need to be mindful of the greater need to empower women either in their current roles, or by way of promotions to senior roles.

The financial service industry has experienced massive change since the early 1980s. In the past, banks and building societies used to serve their customers' needs differently, but with the removal of many barriers in terms of pricing and various products which the banks and building societies sold their customers, these institutions have brought about changes concerning the expansion of the products and service which they offer to their customers. Today, many financial services encompass the philosophy of implementing marketing programmes which are aimed at looking after their customers and maximizing their satisfaction with the service. The main aim of this study was to investigate customers' perceptions vis-a-vis the service that is provided by ABSA Longmarket Street Branch, in terms of customer satisfaction. More specifically, the objectives were: • To identify customers' expectations in terms of financial services. • To ascertain the perceptions of ABSA customers towards the service ABSA Longmarket Street Branch provides them with. • To measure the gaps between the perceptions and expectations of the service that ABSA provides its customers, using the Servqual Score. • To calculate and measure the score for the five Servqual dimensions. Using the Servqual model to measure expectations in terms of service, i.e. what is expected compared with perceptions of service received, the study focused on ABSA customers who use the Longmarket Street Branch in Pietermaritzburg. Customers felt that brochures would be better when an information is printed in all languages and important messages be displayed on the Automated Teller Machine (ATM) screen and be advertised more often on television. Another concern was that customers felt that it is important for the staff to show sincere interest when solving the customers' problems. This can be achieved by keeping the customer informed with the progress of hislher query. It is of the utmost importance to provide the right service at the right time. Another concern raised was that customers need to be reassured that the problem will be solved and dealt with in a professional manner. Customers felt more secure doing their transactions at the branch rather than at the ATMs. They felt more comfortable to talk to people, as this builds long-lasting relationships. The majority of the respondents felt that management must encourage staff to share product knowledge that will help them to deliver a better quality of work. The study shows that there is a lack of individual attention when the staff deals with customers. Giving the customer undivided attention, being patient and calling them by their names, to make them feel welcome and acknowledged, can improve this. There is a necessity for the branch to extend working hours to accommodate everyone. The branch has to consider offering facilities such as the Internet and telephone banking, to make banking simple and convenient to everyone at home. / Thesis (M.B.A.)-University of KwaZulu-Natal, Pietermaritzburg, 2005.