The introduction of inflation-targeting frameworks around the world prompts the question whether Central Banks focus solely on inflation. The paper uses the Taylor rule to characterize the Namibian Monetary Policy and to see whether the Bank of Namibia considers the economy in setting the Bank rate. Based on this rule, the Bank rate follows the Taylor rule over the sample period but there are several deviations. My results point to the following: Firstly, the Bank increases the policy rate to counter rising inflation but keeps the rate constant when inflation declines. Secondly, the Bank tends to smooth their rate adjustments. Using the lags of right hand side variables, hints at the fact that past inflation is important for the Bank to adjust the policy rate. Thirdly, the Bank of Namibia seems to focus more on inflation compared to the output gap. This is confirmed by the weight allocation which seems to be larger for inflation. Finally, the inclusion of additional variables that are deemed important in setting the Bank rate, improves the overall fit. Therefore, the model could be utilized to indicate where the policy rate should be.

Change is invariable and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change. / Business Management / M. Tech. (Business Administration)

Thesis (MDF)--Stellenbosch University, 2013. / The Small and Medium Enterprises (SMEs) within the construction industry are presenting challenges to both industry and financial institutions in Namibia. The Development Bank of Namibia’s (DBN) investments in the construction industry yield mixed results, which have become worrisome. The percentage of non-performing loans within the construction portfolio continues to rise, hence a suitable contractor-financing model is required in order to advance financial resources and capacitate the contractor for their own development. The challenges of SMEs in construction business point to the need for the integration of knowledge from fields as diverse as business, finance, management and technical skills. This integration necessitates the need to create an enabling environment in which they can persevere. Understanding and experiencing these challenges, this researcher from the Development Bank of Namibia has taken the initiative to establish advanced financial solutions mainly for SMEs in the construction industry through the Bridging Finance Facility (BFF). This research report compiled findings gathered through the investigation of challenges impeding the success of SMEs, with a specific focus on SMEs engaged in the construction industry. A review of their satisfaction levels pertaining to the DBN’s application requirements, the adequacy of the BFF, mentoring, training, and client relationship support were some of the aspects investigated. The report also brought to the fore the bank’s internal lending processes that are currently in place. The main findings revealed that technical capacity, mentoring and training remain key shortcomings faced by SME’s. This matches the bank’s internal credit assessment processes that do not address the assessment of technical capacity sufficiently. The research found that the standard BFF induction program being implemented by the bank, and credit assessment turnaround times remain challenges for the DBN. Interestingly, road contractors were found to be a less risky portfolio group to finance in comparison to building contractors. The objectives of the document are in accord with the DBN’s overall strategic priorities, namely financial sustainability, stakeholder satisfaction and business development. Fundamental to the success of these investigations with the SMEs challenges was the use of the sets of structured questionnaires tailored to a selected sample of road and building contractors, consultants, quantity surveyors and architects as well as interviews with senior management at the DBN.

Thesis (MDF (Development Finance))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The main aim of this study, firstly, is to evaluate the financial performance of the Development Bank of Namibia (DBN) over the period of 2003 to 2007. Secondly, the study aims to compare financial performance of the Development Bank of Namibia with the Development Bank of Southern Africa during the same period. In recent years, there has been a number of criticisms raised against the Development Bank of Namibia. These have been noted by the political appointment of the top management in the bank who has no experience in monitoring of the funds and development projects (World Bank, 2003). In addition, the bank has been criticized for poor performance, in terms of very low returns due to poor procurement performance and weak performance of project management units (African Development Bank, 2005). The bank has also been seen undermining people's human rights through funded projects which were only given to those people who are politically connected or comrades (The Namibian, 2002). Two financial statements of the Development Bank of Namibia, namely the Income Statement and Balance Sheet of the period of 2003 to 2007, are used to evaluate the financial performance of the bank. Trend analysis, monitoring and evaluation reports, financial ratios and statistical tools are employed to conduct this study. Trend analysis, financial ratios and statistical tools indicated that there was no evidence to infer that the Development Bank of Namibia did perform poorly during 2003 to 2007. However, monitoring and evaluation reports indicated that there was inefficiency in terms of bank operations.

The integration of Information Communication Technology (ICT) into contemporary society and business operations is observed as a clear reality in Namibia. While Namibia faces one of the typical hurdles of developing nations, lack of a skilled knowledge workforce, literature presents a contrasting face of ICT investment in the country, in particular the financial services sector. This sector is considered a critical sector in the Namibian economy, embracing global trends while boasting world class ICT infrastructure. This is despite the sector struggling with a shortage of expertise. The situation in Namibia’s financial sector thus warrants a critical review of knowledge development practices as research shows. As literature explains, the financial institutions in Namibia are dependent on expertise from parent companies in the South African financial sector. The result is a need to identify means to develop the knowledge of Namibia’s workforce in the banking sector. Although there is evidence from literature to suggest that ICT can be used to create a skilled and knowledge based workforce mainly due to the promise of cost savings, and convenience, there exists a critical gap in literature on the adoption of ICT for knowledge development in the Namibian financial sector. This gap in knowledge as well as the high investment in ICTs in the banking sector pose a problem that the research aimed to address. This study explored the adoption of ICTs for knowledge development activities in the banking sector of Namibia identifying the perceptions and factors influencing its adoption for knowledge development purposes. Although adoption of ICT is influenced by various factors, this study focused on a specific factor, namely the impact of perceptions on ICT adoption. ICT adoption models such as the Theory of Planned Behaviour (TPB) or the Technology Adoption Model (TAM) and more recently the Unified Theory of Adoption and Use of Technology (UTAUT) argue that the perceptions of users are fundamental determinants for the adoption of the ICT. Driving, thus, the need to understand the views of users of the ICTs in banks in order to understand the potential it may yield in knowledge development. The study adopts the Activity Theory (AT) as the means to uncover and clearly interpret the perceptions of banking staff, through its theoretic underpinnings of naturalistic investigation and beliefs of “intentional human-action”. This study thus set out to explore the perceptions of banking staff on the use of ICTs in knowledge development and identify the critical factors in their adoption of ICTs in the process. Drawing from the Activity Theory the investigation used a multi-case qualitative study that used semi-structured interviews that were administered on twenty-three respondents from three of the biggest banks in Namibia (cases). The respondents comprised of managerial and nonmanagerial staff with the three cases chosen based on their ties with South African banks. The findings show that all three Namibian banks have advanced ICT infrastructure which they have managed to adopt for knowledge development purposes. The Management of the banks in all three cases were of the belief that the use of ICT supports knowledge development. Nonmanagerial bank staff in all three cases likewise have a positive perception about the use of ICT for knowledge development purposes. However, key concerns about the development of ICT driven knowledge development initiatives which could affect adoption of the ICTs were expressed by the non-managerial staff. These included, management support, consultation in the development phase of the knowledge development initiatives, integration of knowledge development strategies into the staff processes and increasing awareness activities among the staff. The recommendations indicate a need for the institutions to drive knowledge management in general in the institution, which will in turn help foster knowledge development initiatives fully. Another recommendation concerning the design of knowledge development initiatives is the need to involve the targeted staff more fully. Yet another strong recommendation was the need to blend knowledge development initiatives into the work processes of staff and ensure active support by management. / Computing / M.A. (Computing)

Change is invariable and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change. / Business Management / M. Tech. (Business Administration)

The purpose of this study was to explore and describe the challenges that a Namibian bank faced in recruiting and retaining skilled employees. The study adopted a qualitative research approach and the data were collected through face-to-face interviews with 20 participants from the Namibian bank. The researcher used the Five-Phased Data Analysis Cycle as described by Yin (2011) to analyse the data. Ensuring trustworthiness, the researcher used Guba's Model of Trustworthiness as cited by Krefting (1990). The major findings of the study were the shortcomings in the Namibian bank remuneration structure, lack of training and no employee recognition. The recommendations of the study are that the Namibian bank needs to implement training and development for its employees, review its remuneration structure and demonstrate appreciation of staff by showing recognition, better salaries and incentives. / Business Management / M.Com. (Business Management)