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Thesis (Ph. D.)--Illinois State University, 1984. / Title from title page screen, viewed May 24, 2005. Dissertation Committee: J.H. McGrath (chair), Ron Halinski, John McCarthy, Ed Hines, Pat Dearborn. Includes bibliographical references (leaves 107-115) and abstract. Also available in print.

M.Com. (Business Management) / The Global Transactions Services (GTS) business unit was established alongside the Rand Merchant Bank (RMB) brand reporting into a Corporate and Investment Banking Board. GTS has been mandated to deliver global cash management, trade and custody services and account services to large corporates in the jurisdictions where FirstRand operates. Technology advances in centralising operating structures, have made it possible for GTS to centralise back office operations to a few locations within the country as witnessed by Global banks like Citigroup. The research problem therefore was to evaluate and identify the strengths as well as shortfalls of the current decentralised operating model versus a proposed approach towards a centralised operating model within the GTS business unit; focusing on investigating whether outsourcing IT operations and technology would create efficiencies, attract skilled employees and technological advancement to the division. Primary objective of the research was to evaluate the current decentralised operating model. Secondary objective was to evaluate the gains associated with implementing a central operating model against the gains currently derived from the decentralised operating model. The findings derived from the study suggest that: (i) There is a misalignment between the business strategy and IT strategy within the current operating model resulting in IT playing a supporting role and not an enabling role in the business strategy formulation and implementation. (ii) The bank does not engage in an on-going activity to evaluate processes, procedures and technology making it difficult to streamline and automate processes resulting in a lot of manual processing. (iii) The bank lacks the internal capabilities required to introduce automated processes which will reduce manual interventions; (iv) Existence of Silos in the business prevent the business from taking advantage of benefits brought about by economies of scale, cross skilling, knowledge sharing, straight through processing and ultimately economies of scope benefits

No description available.

Thesis (D. Bus. Adm.)--University of Oklahoma, 1971. / Includes bibliographical references (leaves 418-441).

This study of decentralization of managerial authority looks at the nature of authority and its relationship to organizations; factors which indicate a basis for greater decentralization of managerial authority; case studies of corporations that decentralized managerial authority; and the human relations aspects of decentralization of authority.

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (M.B.A.)--University of Hong Kong, 1984.

This dissertation identifies and theorizes a new form by which leaders exert their influence over subordinates: hierarchical-decentralization. To further investigate hierarchical-decentralization and its effects on team outcomes, we develop two research themes which include three independent studies. The first research theme focuses on how hierarchical-decentralization influences team processes and team performance. We conduct an experimental study (Study 1-1) and a field study (Study 1-2) on this research theme. In Study 1-1 (detailed in Chapter 2), we conceptualize hierarchical-decentralization, examine the relationship between hierarchical-decentralization and team performance, and test whether and why hierarchical-decentralization produces higher team performance than either centralization or decentralization. Through an experimental study, we found that hierarchical-decentralization was positively related to team performance, and that hierarchical-decentralization outperformed either centralization or decentralization in steering team performance. Following Study 1-1, we conduct Study 1-2 (described in Chapter 3), which aims to further explore the underlying mechanism that produces the positive effect of hierarchical-decentralization on team performance, and to identify the conditions under which the benefit of hierarchical-decentralization tends to become more noticeable. Through a field study, we found that team coordination mediated the relationship between hierarchical-decentralization and team performance. We further found that inter-team competitive intensity strengthened the positive relationship between hierarchical-decentralization and team coordination, as well as the positive indirect relationship between hierarchical-decentralization and team performance via team coordination. The second research theme focuses on the application of influence structure of hierarchical-decentralization to the research on leader-member exchange (LMX) differentiation. We conduct a field study (Study 2) on this research theme. Specifically, in Study 2 (detailed in Chapter 4), we investigate whether and why the vertical chain of influence among team members (we follow the research conducted by Burderson et al (2016) and refer it to acyclicity) would offset the detrimental effect of LMX differentiation on social relations among team members and ultimately on team performance. Through a field study covering 89 diverse working teams, we found that LMX differentiation became to be not significantly related to status conflict when a team had a high level of acyclicity and meanwhile when its team members' LMX statuses were in line with their influence levels within acyclicity. Although this relationship is not statistically significant, the negative relationship between LMX differentiation and status conflict somewhat suggests that acyclicity, when all of the most influential members within it are of the highest relationship qualities with leaders, might have the potential to turn the detrimental effect of LMX differentiation on social interactions among team members into a beneficial effect (i.e., one that reduces status conflict among team members). We further found that status conflict was negatively related to team performance, and that it mediated the relationship between LMX differentiation and team performance. The theoretical and practical implications of the two research themes are then discussed.

No description available.