Thesis (doctoral)-- Anadolu Üniversitesi, 1984. / Bibliography: p. 139-147.

Performance measurement is critical to achieving a firm’s objectives, translating strategy into action and monitoring progress. Selection of a performance measurement system involves a complex interplay between strategy, a firm’s internal and external environment and determination of the relative importance of various measures of performance. This dissertation examined the factors which influence performance measurement systems within the context of a highly uncertain and rapidly changing environment via the application of the Balanced Scorecard framework. This framework is a strategic management system and its four pillars of measurement– financial, customers, learning and growth, and internal business process - are influenced by the vision and strategy adopted by the specific organisation. Through a series of qualitative and quantitative studies in the Thai banking industry post the 1997 Asian financial crisis, this dissertation shows that institutional forces play a pivotal role in the choice of performance measurement systems, irrespective of strategic orientation and/or firm ownership. Specifically, three studies are presented to support this argument. The first study uses the Miles and Snow (1978) typology to identify the strategic orientation of the Thai banks in order to make some predictions about the type and number of performance measures utilised by these banks. Results from this study show that bank managers identified their banks’ strategy as prospector, defender or analyser irrespective of firm ownership. This outcome drives the focus of study two. Study two is a two-part approach examining the forces which have influenced performance measurement in Thailand’s banks via both in-depth interviews conducted with 24 branch managers and the administration of a survey to 60 branch managers. Results from both studies suggest that coercive and mimetic forces play a pivotal role in the choice of performance measures. In particular, the study demonstrates that coercive forces at play within the industry put pressure on the banks to focus on financial measures, despite the increased awareness that to remain competitive both types of performance measures are needed. The final study examines whether the focus on financial indicators has impacted upon the non-financial measure of customer satisfaction for the banks, particularly as the Balanced Scorecard approach suggests utilising multidimensional performance measures to achieve the best performance outcome for the firm. Results from this study suggest that most customers are not satisfied with firm performance and concludes that there is a need, irrespective of social network forces to focus on both financial and non-financial performance indicators. These outcomes have both theoretical and practical implications. From a theoretical point of view, this thesis posits that coercive, mimetic and normative forces need to be included in frameworks such as the Balanced Scorecard, if the true picture of what factors influence performance management and measurement are to be understood. From a practical perspective, the thesis provides evidence to managers of the need to examine performance measurement from a variety of perspectives in order to meet the needs of all stakeholders.

M.Comm.

No description available.

Zugl.: Bamberg, Univ., Diss., 2008 u.d.T.: Kohlert, Daniel: Anlegerschutz im Rahmen der Anlageberatung / Includes bibliographical references (p. 373-400).

Master-Arbeit Univ. St. Gallen, 2008.

M.Comm. / The aim of this study was to take a closer look at the modem financial institutions of the world and to determine what adverse conditions these companies face. Banks are some of the strongest organisations in a country, and the banking sector is a major employer. Yet, the risks faced by banks are enormous, and without the prudent and responsible management of these risks banks can find themselves in severe trouble. Recent situations in the South African banking sector underpin this, as several of the small banks in the country went into judicial management or were put out of business because they failed to meet their liquidity requirements. Risk management in banking is one of the most important tasks in the institution. Regardless of the division or type of operation, banks face certain risks. In this study, the researcher looked at the risks described in the literature as the main risks found in the banking environment. Solvency, liquidity, credit, price and operating risks are the risks most commonly discussed in the literature on banking risks. Although the five main risks constitute a serious threat to a bank each in its own right, each risk can be subdivided based on the likelihood of the risk materialising. The researcher therefore subdivided each major risk into subrisks. The question was then posed: Are there any similarities between these risks? The researcher developed a model whereby risks are categorised according to the attributes they have in common. The study classified the risks into the categories of market, credit and other risks. The objective in classifYing known banking risks is to assist the risk management team in a bank to manage similar risks in a similar way. Instead of focussing on each major risk and its multitude of subcategories individually, it is easier to manag~ a set of risks according to their similarities. Furthermore, the researcher wanted to determine which all the banking risks discussed would be universal in the danger they hold to any banking operation or any division operating within a bank. The question was posed: What are the classical risks in banking that would without a doubt lead to bank failure ifleft unmanaged? Liquidity, solvency and credit risks were the risks identified as critical in any banking operation and the risks that history has shown to be most detrimental to the future viability of any bank. Finally, the study looked at the management of these three classical risks from the perspective of determining policy and strategy. The study drew form literature, personal observation and the input of risk and bank management professionals to highlight some ofthe most important elements in credit, solvency and liquidity management.

M.Tech. (Operations Management) / In the banking sector, the delivery of impeccable service is one of the main and focal drivers to maintain and increase the customer-based. Therefore, the banks cannot afford to overlook examining their internal structures and processes. Incremental upgrade of a management information system or alignment of processes may prove in the long-term to have a minimal impact upon customer value. Organisations may need to employ business process reengineering (BPR) for the radical redesign of processes to improve performance dramatically in terms of cost, quality, service, flexibility and speed. Process reengineering is about reinvention, rather than incremental improvement. The purpose of this research is the study the role of BPR within the banking environment. To determine the gaps that restricts performance and the address these through process reengineering. The key elements would be to adopt a continuous improvement process, a team-learning culture and the need for strong leadership influence to support the changes. This would place the area of focus on a competitive platform within the industry. Based on the key success factors of process management in terms of process challenges, regulatory compliance was dominate (29.4%), while customer experience was the lowest (3.8%). Participants lacked knowledge of the technical and behavioural aspects of business process reengineering. The leadership style that management has adopted, contradict the staff’s view. Likewise, with communication management has rated their communication with staff much higher compared to how staff receives the message from management. The positive finding is the good level of team effectiveness within the bank. 88.5% of participants agreed to a need to change and/or improve. This reflects that a greater part of the workforce wants to achieve more. Services of a reputable consultant may be employed to educate and guide the bank through the change effort to foster solution-based thinking and client-centric approach. The implementation of a change management process and a communication process is recommended. Through a continuous improvement approach, cross-functional and high performing teams are created that leverage off talents and skills from experience staff. The efforts of BPR would place the bank on a more competitive platform with a sustainable competitive edge.

The banking industry in South Africa is facing three main challenges, namely: continuous change, foreign competition, and increasing levels of risk. These problems flow mainly from cultural diversity, globalisation, and rapid technological development in systems and communication. Decreasing predictability stems to a great extent from a lack of foreknowledge of how globalisation will develop, and how it can influence the South African banking industry in general and holistic risk management (HRM) in particular. Management of the South African banking industry therefore need to rely on crucial intelligence and foreknowledge concerning events, trends and development of (HRM) that affect the profitability and future strategic viability of the whole South African banking industry. At the onset various concepts and processes were emphasised in this study, namely operational risk management, strategic risk management, the risk management culture in the banking industry, the role of risk management in the banking industry, the role of risk management process in the banking industry, corporate governance in the banking industry in South Africa. However, the main purpose of this study was to explore the need and the dynamics of managing risk in the banking industry in a holistic manner. To this end the development of, and trends in (HRM) as part of good corporate governance in the banking industry were researched and documented. The practical aspect of the study was firstly based on the definition and analysis of different categories of risk in the banking industry. The definition and analysis was done in order to cover a broader range of risks the banking industry is facing. Secondly the risk management culture in the banking industry was investigated. Thirdly the role of risk management in the banking industry was explored in detail. Fourthly the risk management process in the banking industry was investigated and explained. Fifthly the link between risk management and corporate governance was explored. Sixthly models developed by Kloman (2000), Lam (2003) and Regester and Larkin (2005) were used as a benchmark to develop a framework for the management of holistic risk in the banking industry. It was concluded that in view of the need in the South African banking industry for a structured means of managing risk holistically, and in view of HRM constituting such a process, there is relevance for the implementation of HRM in the four big banks of the South African banking industry. However, small and unlisted banks do not manage HRM as suggested by the HRM framework. In this regard a number of recommendations were made with respect to managing HRM proactively. A framework based on empirical research and earlier work by Kloman (2000), Lam (2003) and Regester and Larkin (2005) was furthermore suggested for the implementation of HRM in the South African banking industry in the belief that this framework, and the overall research reported in this study could be of theoretical as well as practical value for risk managers in the South African banking industry. / Dr. D. J. Theron (UJ) Dr. T. P. v/d Walt (ABSA)

The inherent uncertainty of a bank's cash flows, cost of funds and return on investment, along with the increased variability of economic conditions during the past decade, have emphasized the need for greater efficiency in the management of a bank's assets and liabilities. A consequence has been an increased number of studies on how to structure a bank's assets and liabilities so that an "optimal" trade-off exists between risk, return and liquidity. Except for the Bradley and Crane (BC) model, the solution techniques proposed in the literature are computationally tractable only if uncertainty is ignored. Unfortunately, the BC model is not operationally appealing due to severe computational limitations, and a number of undesirable formulation features (such as the restricted feasible region for first period decisions). Given these deficiencies in the literature, the purposes of this dissertation are to develop an asset and liability management model (ALM) that is computationally tractable for large realistic problems and to demonstrate that this model is superior to existing models. The ALM model developed in this dissertation is a stochastic linear program with simple recourse (SLPR). This model incorporates the following essential features of asset and liability management: 1) the stochastic nature of the problem (by utilizing a set of random cash flows (deposits) with a given discrete probability distribution), 2) simultaneous consideration of assets and liabilities, 3) transactions costs, and 4) multi-periodicity. The ALM model was applied to Vancouver City Savings Credit Union's asset and liability management for a five year planning period in order to demonstrate the effort necessary to implement the model. Computational tractability for this large problem was maintained by using Wets' algorithm for solving SLPR. A simulation was run on a real (uncertain) environment to compare the decision making effectiveness of the solutions generated by the SLPR and stochastic dynamic programming (SDP) models. The findings of this dissertation are: 1) the ALM model is superior to an equivalent deterministic model, 2) the solution of the ALM model is sensitive to the asymmetry of the probability distributions of the cash flows, 3) the effort required for the implementation of the ALM model is comparable to that of an equivalent deterministic model, 4) the SLPR formulation is computationally superior to the SDP formulation utilized by Bradley and Crane, and 5) the simulation indicates that the SLPR formulation results in a better initial period decision than the SDP formulation (this is due to the restrictions imposed by the SDP formulation of maintaining feasibility for all possible forecasted economic scenarios for the first period decision). / Business, Sauder School of / Unknown