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Inappropriate task allocation of large enterprise department at bank x branch abc

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UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business LE THI TUYET QUYNH INAPPROPRIATE TASK ALLOCATION OF LARGE ENTERPRISE DEPARTMENT AT BANK X-BRANCH ABC MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2021 UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business LE THI TUYET QUYNH INAPPROPRIATE TASK ALLOCATION OF LARGE ENTERPRISE DEPARTMENT AT BANK X-BRANCH ABC SUPERVISOR: Dr TRAN PHUONG THAO MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2021 ACKOWLEDGEMENT I have taken efforts in this project However, it would not have been possible without the kind support and help of many individuals and organisations I would like to send my appreciation to my supervisor Dr TRAN PHUONG THAO for her guidance and constant supervision as well as for providing necessary information regarding the project & also for her support in completing the project Besides my supervisor, I would like to thank the rest of my thesis committee for encouragement, insightful comments and hard questions Last but not the least, I would like to thank my friends and family for greatly supporting me while I was working on my research EXECUTIVE SUMMARY Employees are the most important asset of an enterprise According to Bill Gates - former chairman of Microsoft corporation once declared "Take away 20 of our most important people and Microsoft will become a normal company" The stability in the staff will help businesses save time and costs (recruitment, training, ), reduce errors (caused by new employees when new employees are not used to the job), creating confidence and solidarity within the business The stability of human resources will help businesses operate more efficiently, creating customers' confidence in the quality of products and services of the business In the last years, turn over rate of Large Enterprise Department has been higher than compared to the overall turnover rate of the whole company and the expectations of the Board of directors This will lead to negative impacts on Bank X-Branch ABC such as: increased number of operational errors, increased recruitment costs and reduced customer satisfaction Hence, the research will clearly investigate to find the possible problem and root cause of main problem to give solutions to meet the branch's current situation Table of Contents ACKOWLEDGEMENT EXECUTIVE SUMMARY LIST OF FIGURES LIST OF TABLES CHAPTER 1: PROBLEM CONTEXT 1.1 Overview: 1.1.1 Organization chart 1.1.2 Overview of the Large Enterprise Department 10 1.2 Business symptoms: High turnover rate: 11 1.3 Symptom important: 13 CHAPTER 2: PROBLEM IDENTIFICATION 17 2.1 Preliminary analysis: 17 2.2 Potential problem validation 18 2.2.1 Inappropriate task allocation: 18 2.2.2 Dissatisfaction with performance appraisal 23 2.2.3 Poor leadership style: 26 2.2.4 Poor job promotion 28 2.3 Validate Main Problem: 29 CHAPTER 3: CAUSE VALIDATION 32 3.1 POTENTIAL CAUSES: 32 3.1.1 Inefficient resource capacity utilization 32 3.1.2 Unclear criteria for task allocation: 32 3.1.3 Unclear Key Performance Indicators (KPIs) target 33 3.2 VALIDATE CAUSES 34 3.2.1 Inefficient resource capacity utilization 34 3.2.2 Unclear Key Performance Indicators (KPIs) target 37 3.2.3Unlear criteria for task allocation 38 3.3 VALIDATE MAIN CAUSES 39 CHAPTER 4: ALTERNATIVE SOLUTION SUGGESTIONS 41 4.1 ALTERNATIVE SOLUTIONS 41 4.1.1 Apply Resource Management software 41 4.1.1 Organizing meetings between the leader and all employees 44 4.2 SOLUTION SELECTION: 47 4.3 ACTION PLAN: 48 SUPPORTING INFORMATION 48 5.1 METHODOLOGY 50 5.2 INTERVIEW TRANSCRIPT 50 LIST OF FIGURES Figure 1: Organization chart of Bank X-Branch ABC Figure 2: Organization chart of Large Enterprise Department of Bank X-Branch ABC Figure 3: Share of income contribution of Departments at Branch ABC Figure 4: Preliminary cause and effect tree Figure 5: Process of credit limit for new customers Figure 6: Inappropriate task allocation lead to high turn over rate Figure 7: Proportion of evaluaton criteria of Branch ABC Figure 7: Dissatisfaction with performance appraisal can lead to high turnover rate Figure 8: Updated cause and effect tree Figure 9: Updated official cause and effect tree Figure 10: Fishbone map Figure 11: Final cause and effect tree Figure 12: eResource Scheduler software LIST OF TABLES Table 1: Number of employees quites departments in Bank X-Branch ABC Table 2: Structure of employees quites departments in Large Enterprise Department Table 3: Statistics on the number of years of work experience of the employees who quite job of Large Enterprise Department Table 4: Number of errors arising from the Large Enterprise Department Table 5: Recruitment cost of Large Enterprise Department Bank X-Branch ABC Table 6: Customers allocation and number of operations in 2019 of Large Enterprise Department Table 7: Weekend work registration board Table 8: Work completion level rating process CHAPTER 1: PROBLEM CONTEXT 1.1 Overview: Banking is said to be the backbone of any economy as it has a direct bearing with financial and economic development In Vietnam, Banks also play an equally important position In 2020, with the spread of the Covid-19 pandemic worldwide, Vietnamese economic has experienced moderate growth and bank credit growth has also slowed down Although the central bank has opened up room for credit growth for some banks, banking credit still witnesses a growth rate of percentage points less than in 2019 In the complex situation of the spread of the epidemic, banks have greatly played their role The most prominent action is to implement interest rate reduction policies for the economy, which thereafter helps stimulate economic recovery Bank X was established and officially put into operation in 1988 It was born and put into operation associated with an important period of the country's economic renewal With the determination and wisdom, enthusiasm and efforts to overcome difficulties of generations of leaders, officials, employees, Bank X has been developing continuously Bank X has built up a strong potential, affirming its position and the key role of a leading bank in the economy Bank X has a strongly developed network system with 148 branches, 07 member companies, 03 non-business units, more than 1,000 transaction offices in 63 provinces/cities nationwide With a proud achievement, Bank X is the only Vietnamese bank times in the Top 500 Most Valuable Banking Brands in the world In 2018, Bank X maintained its No position in the Vietnamese Banking Industry and is among the Top 400 Most Valuable Banking Brands in the world according to Brand Finance's global announcement Along with that, Bank X has been ranked by Forbes for consecutive years in the Top 2000 largest enterprises in the world; The Banker's Top 1,000 Global Banks The prestigious ratings firms in the world such as S&P, Moody's, Fitch Ratings always recorded Bank X with positive indexes and equal to the National Credit Rating Bank X- Branch ABC is one of the key branches, leading the Bank X system in many business segments On December 31st, 2020, Branch ABC 's total size reached more than 30,000 billion VND, 2.5 times higher than 2013 The structure of the customer portfolio changed towards modernity: The large business customer segment accounted for 37%, SME customers account for 16%, FDI customers account for 24% and retail customers account for over 22% Branch ABC is proud to continuously achieve the title of Excellent Labor Collective; consistently rated Specially excellent Over a 30-year journey, Branch ABC has grown from a traditional business bank to a modern bank, providing a variety of services that customers need such as: deposits, loans, international payment products and trade finance, trading foreign currencies and capital markets, e-banking services, insurance, Besides, Branch ABC actively strengthens the network of transaction offices (transaction offices) and infrastructure Up to now, Branch ABC has transaction offices, present in the central areas of HCM City 1.1.1 Organization chart For a company, human resources play a very important role and the banking industry is no exception The leaders of the Branch ABC are all experienced people in the industry and the staff team are all highly trained talents Its sound and high-quality organizational structure is a solid foundation for the development of business activities Director Deputy Director Deputy Director Large Enterprise Dept Deputy Director Accounting Dept FDI Dept Retail Dept Administration Dept General Planning Dept Trade Finance Dept Medium and Small Enterprise Dept Deputy Director 08 transaction offices Figure 1: Organization chart of Bank X-Branch ABC (Source: Internal data) With a structure of one Director, four Deputy Directors, 156 employees and 16 subsidiary departments, the Branch ABC has kept growing and has been ranked among the top three in terms of profit in Bank X system for three consecutive years In the past year, its profit have exceeded VND 500 billion 1.1.2 Overview of the Large Enterprise Department Head of Large Enterprise Department Duputy of Department Duputy of Department Duputy of Department ROs ROs ROs Figure 2: Organization chart of Large Enterprise Department of Bank X-Branch ABC (Source: Internal data) At this department, the customer relationship officers (abbreviated as ROs) is the team that directly makes profits for the bank This department also requires the highest quality 10 After considering between costs and benefits, advantages and disadvantages, as well as feasibility and non-feasibility, applying Resource Management software should be prioritized to apply in Large Enterprise Department 4.3 ACTION PLAN: In Large Enterprise Department, inappropriate task allocation problem lead to high turnover rate that need to be solved as soon as possible After comparing many solutions with many aspects from benefits, costs to feasibility, decision makers should prioritize using a Resource Management software Large Enterprise Department applies solution as per timeline below August 2021 Process Specific tasks week 1 Submit the policy to consult the BOD on the purchase of software List all the needs to manage resource need in software Work with software vendors needs on as current well September 2021 November 2021 Personnel involved as week week week week week week week week Head of Department Mr Tuan- Head of Department, Ms TrinDeputy of Department Mr Tuan- Head of Department and eResource Scheduler negotiate prices and company contract period for use representative Sign contract of buying Mr Tuan- Head of software Department and eResource Scheduler company representative eResource Scheduler engineers restructure their basic software into Large Enterprise Department processes andregulations Engineers create new suitable accounts for leader of Large Enterprise Department eResource Scheduler engineers Mr Tuan- Head of Large Enterprise Department, Ms Trin- 48 week Department collect Deputy of Department data from Mr Luan- and Mr Luan- general general Department Department and provide all the information, dada for the engineer to enter into the software Engineers test software's operation for eResource Scheduler engineers all functions Engineers fix discovered errors and synchronize old data from Excel and profiles Google spreadsheets 10 eResource Scheduler sends documents of using software instruction, account and password to each account's owner eResource Scheduler Engineers directly train leader how to use all functions of software eResource Scheduler Engineers continouosly follow users, fix errors and maintain.he system eResource Scheduler employee and Mr Tuan- Head of Department, engineers engineers 49 SUPPORTING INFORMATION 5.1 METHODOLOGY In the this thesis, two types of data are used: primary data and secondary data The primary data which includes ideas collected from interviews and focus group for the thesis to be considered as qualitative research With this method, the author can evaluate thoroughly by continuously following up respondent’ opinions The respondents who deeply share their ideas for interviewee to collect data then analyze in this thesis vary from internal people of Bank X-Branch ABC such as Deputy of Director, Head of Large Enterprise Department, employees in Large Enterprise Department, Through the interview and analysis, main problem is identified, causes are shown and solutions are checked in order to make the thesis valuable The secondary data used in this thesis are data is provided from within the company such as: data of employees leaving, number of errors arising in the process of operation, weekend work reports, and online scholar researches, literatures, etc These reliable information from secondary source provides real situation of the company as well as essential theoretical concepts to develop the thesis further 5.2 INTERVIEW TRANSCRIPT Interviewees No 10 11 12 13 Name Mr Quy Mr Loi Mr Thanh Mr Nguyen Mr Quang Loi Ms.Trinh Mr Tuan Ms Trang Ms Thuy Trang Ms Uyen Ms Quyen Mr Truong Mr Quang Gender Position Male Male Male Male Male Female Male Female Female Female Female Male Male RO quit the job RO quit the job RO quit the job RO quit the job RO quit the job Deputy of Department Head of Department Duputy of Director Current RO Current RO Current RO Current RO Current RO Place of interview Online Online Online Online Online Office Office Office Office Office Office Office Office 50 14 Mr Son Male Head of Credit Support Department Office Summ Summary of interview transcript Interviewee(s) Ms Trinh Interview date Feberuary 25th, 2021 Purposes Identify symptom and effects of symptom =>Reduce customer sasticfaction Mr Son Feberuary 25th, 2021 Identify symptom and effects of symptom=> Increasing errors in process Mr Quy March 10th ,2021 Identify potentail problem=> Inappropriate task allocation Transcript Question: How does employee leave affect the quality of Department’s customer service? Answer: Recently, many customers have complaints about the change of staff for continuous care of the Large Enterprise Department They are accustomed to working and are taken care of by the old employees So the change of personnel in a short time makes them take time to adapt to the new way of working, not to mention some of the new employees are inexperienced, take time to handle and will be affect the work of customers Question: Which department in Branch makes the most errors in process? And which employees mainly focus on errors? Answer: The number of errors in the operation of the Branch increased over the years, of which the total number of errors of the Large Enterprise Department is the fastest and most of the cases is due to the lack of experience of the novice ( Poor leadership style Confirm that Poor leadership style is problem can't touch, we should accept it Identify potentail problem=> Poor job promotion Identify potentail problem=> Poor job promotion need to be improved are also not carried out in the performance appraisal process in Large Enterprise Department Question: What you think about the leader's leadership style? Answer: I quit my job because the leader's leadership style Leader always assigns work to set the bar high and push team members to run hard and fast to the finish line Leader always wants everything to be handled as quickly as possible without ignoring all factors other I often call a leader's leadership style is the pacesetter styles I feel unsatisfied with the leadership style It’s poor leadership style Question: Some employees who quit their jobs shared that they quit because they didn't fit the leader's leadership style What you think about this problem, can it be solved? Answer: The leadership style is based on personal As the deputy director in charge Large Enterprise Department, I have also made several suggestions but failed to improve Mr Tuan In terms of work surface, Tuan is still a good leader, always leading the department to achieve the set BOD targets Therefore, I think it's factors that we can't touch, we should accept it Question: Can you share with me why you quit your job? Answer: I decided to quit my job for two main reasons The first, I feel I spends too much time at work, has a working day to 14 hours The second, I find it difficult to get a promotion The position of deputy manager must have at least years of experience in order to enter the planning and from planning to being appointed to deputy, one must wait until there is a vacancy I don't know how long to wait Question: Some employees who quit their jobs shared that they quit because Poor job promotion What you think about this 53 problem? Mr Tuan Ms Trinh Ms Trang March 13rd ,2021 March 20th ,2021 March 22th ,2021 Poor job promotion problem is not within the scope and capacity of Department Validate Main Problem Validate Main Problem Answer: Some employees leaving are young with good performance However, because the promotion positions for them in our bank are too few So some of they can't wait for long so they get discouraged, looking for a new good environment with more opportunities Question: Do you think the Poor job promotion problem should be prioritized to reduce turnover rate of Large Enterprise Department? Answer: Many employees of the department leave their jobs for the same reason that there are few opportunities for advancement However, I think this issue should be temporarily not prioritized for handling because it is not within the scope and capacity of Department This is a common problem of the industry and banking system X Question: Which of the potential problems you think is the main problem that needs to be focused on finding the root cause to solved? Answer: The problem of task allocation is a necessary issue and it is important to find the root cause to solve the high turnover rate of Department, the change is constantly employees leads many customers recently complaint, ruduce customer satisfaction, affecting the quality of customer service of Large Enterprise Department in particular as well as that of the Branch in general Question: According to Ms Trinh confirm that inappropriate task allocation is the main problem What you think about this issue? Answer: Number of existing customers to take care of and number of new customer records is concentrated in a few employees If the inappropriate task allocation problem is not resolved, not only the employees who are overloaded will tend to quit their jobs but for others are not assigned tasks to gain experience to improve their abilities, they also feel decreased their motivation and quit the 54 jobs It’s main problem Question: Do you think inappropriate task allocation is the main problem that needs to be prioritized to be solved ? Answer: I also want to find out the rootcause to solve inappropriate task alloction in Department to rearrange the work allocation for employees in a reasonable way, avoiding overload for them Working on weekends for a long time to keep up with the work schedule cannot last forever Question: How are you currently managing the resource in the room? Is it through any tools or software? Answer: Currently, I don't resource management by tools, I mainly rely on my own observations and evaluations to manage the staff in my department Mr Tuan March 20th ,2021 Validate Main Problem Mr Tuan May 3rd,2021 Identify possible causes: Inefficient resource capacity utilization Ms Uyen May 3rd,2021 Identify possible causes: Poor performance review and feedback Question: Does the leader often exchange and give suggestions to each individual in your Department? Answer: Leader does not regularly comment on the results of each employee when completing a task, evaluating strengths need to promote as well as weaknesses need to be improved for a better job Ms Quyen May 3rd,2021 Identify possible causes: Poor performance review and feedback Question: Do your Department often organize one-on-one discussions between employees and leaders ? Answer: In the Department, I only see oneon-one communication between an employee and the leader when that employee makes a very serious mistake or a big event happens This probably only happens 2-3 times a year Mr Tuan- May 3rd,2021 Identify possible causes: Inefficient resource capacity utilization Lack of resource planning Question: Do you have a resource planning to manage and use human resources accordingly? Answer: I don't have resource planning to manage resource, estimate how many of each I'll need and schedule them to meet deadline When a job arises or a new client record needs to be handled, I will often assign work to a number of employees who can handle the application well and quickly, meet the job 55 Ms Uyen May 5th,2021 Identify: Lack of share information about KPI target with employees Mr Tuan May 5th,2021 Identify: Lack of share information about KPI target with employees Mr Truong May 5th,2021 Identify: Unclear specific KPI target for employees Mr Quang: May 5th,2021 Identify: Unclear specific KPI target for employees Mr Tuan, May 5th,2021 Identify: Unclear specific KPI target for employees Mr Tuan May 7th,2021 Identify: Unlear requirements and are not too busy Question: With no resource planning, you have difficulty allocating work to employees? Answer: Sometimes I also have difficulty in the process of allocating work, I don't know which employee to allocate new customer records to because anyone also says they are busy They have many records are being handled Question: What is your monthly target? Answer: Almost the data situation of the department is mainly managed by Mr Tuan I also did not have my boss share specific information about how many targets must be completed on every monthly or quarterly basis in terms of outstanding loans and capital sources to achieve KPI targets Question: How you keep track of your department's sales? Answer: Every day I track the data of the whole department through manual excel file Wiht any customer in the department's list that I think can grow, I will push the staff who are managing this customer to achieve the target Question: Do you have a specific plan to achieve the target assigned by your leader? Answer: I am not assigned my target quarterly or annually so that I can’t plan and develop a specific strategy to achieve the set target Question: Do you have a specific plan to achieve the target assigned by your leader? Answer: I work day by day without any specific target Only when leader announced that there was a shortage of numbers to push customers to borrow money, I speeded up Question: Do you divide specific targets for each employee? Answer: Based on the target assigned by the BOD, I will track the data according to the department's customer list I only care about the total data of the department, how much targets are missing compared to the target of the department assigned by the BOD, I will review the list of customers that can grow or push the staff to find more new customers Question: What is your job assignment 56 criteria for allocation Ms Trinh May 7th,2021 Mr Tuan May 7th,2021 Ms Trang May 10th,2021 Mr Tuan May 10th,2021 task criteria? Answer: Focus too much on work process criteria Usually, for new customers, they often face competition from other credit institutions, so my request is employees have to quickly apply, even working on weekends to be able to grant credit limits to customers to get loans Validate Main Question: Which of the above potential causes you think is the root cause leading Causes to the inappropriate task allocation problem needs to be found a solution to handle? Answer: I also want to maximize Resource capacity utilization to ensure all available resources are being used properly, without inappropriate task allocation Validate Main Question: How you think when Ms Trinh confirms that Inefficiency Resource capacity Causes utilization is the root cause and how important of Resource capacity utilization is? Answer: The importance of using resource capacity in most organizations Utilizing resource capacity can become difficult as my team grows and I am forced to assign multiple employees to multiple projects at once Inefficient use of resources can hardly sustain productivity, as employees are not underperforming or overwhelmed by their workloads Alternative Question: Do your Department often organize Solution: meetings for members to exchange and share Organizing meetings experiences with each other? Answer:There are no meetings to share experiences as well as exchange among members in my department or employees' opinions need to be shared such as wordload or feedback needs to be received from the leader to improve work productivity better Alternative Question: In your opinion, should you Solution: organize meetings for members in Organizing meetings Department? Answer: Until now, it is rarely to organize meetings between employees and leaders to discuss and review the work, including oneon-one communication sessions Work is so busy that it seems to make me have to follow 57 it but forget the benefits of meetings to be able to review as well as measures how effective your resources are I’ll consider it ary of interview transcript 58 REFERENCES (1) Sheridan TB Task analysis, task allocation and supervisory control InHandbook of human-computer interaction 1997 Jan (pp 87-105) North-Holland (2) Awosanya, O &Ademola, O (2012) Attitude of employees to work performance in an organization (3) Wani SK Job stress and its impact on employee motivation: a study of a select commercial bank International journal of business and management invention 2013;2(3):13-8 (4) What are Leadership Styles? definition and meaning - Business Jargons [Internet] Business Jargons 2021 [cited June 2021] Available from: https://businessjargons.com/leadership-styles.html (5) The Most Common Leadership Styles (and How to Find Your Own) [Internet] Business Class: Trends and Insights | American Express 2021 [cited June 2021] Available from: https://www.americanexpress.com/en-us/business/trends-and- insights/articles/the-7-most-common-leadership-styles-and-how-to-find-your-own/ (6) Puni A, Agyemang CB, Asamoah ES Leadership styles, employee turnover intentions and counterproductive work behaviours International Journal of innovative research and development 2016;5(1):1-7 (7) Job Promotion: Meaning, Types of Job Promotion [Internet] iEduNote.com 2021 [cited June 2021] Available from: https://www.iedunote.com/job-promotion (8) Customer Satisfaction: Why It's Still Important in 2021 [Internet] Survicate 2021 [cited June 2021] Available from: https://survicate.com/customer- satisfaction/importance-customer-satisfaction/ (9) Paul R, Bose RJ, Chalup SK, Raravi G Improving Operational Performance in Service Delivery Organizations by Using a Metaheuristic Task Allocation Algorithm InBPM (Industry Track) 2017 (pp 25-37) 59 (10) Plan your resources with maximum efficiency [Internet] 2021 [cited June 2021] Available from: http://ttps://www.ganttic.com/blog/resource-planning- metrics (11) Alexander M Tips for Improving Resource Utilization [Internet] Blog.mavenlink.com 2021 [cited June 2021] Available from: https://blog.mavenlink.com/resource-allocation-5-tips (12) Lamersdorf A, Munch J, Rombach D A survey on the state of the practice in distributed software development: Criteria for task allocation In2009 Fourth IEEE International Conference on Global Software Engineering 2009 Jul 13 (pp 41-50) IEEE (13) Velimirović D, Velimirović M, Stanković R Role and importance of key performance indicators measurement Serbian Journal of Management 2011;6(1):63-72 (14) Kaplan RS, Norton DP The balanced scorecard measures that drive performance Havard Bus Rev 1992;71–9 (15) Resource Utilization: Effective Utilization of Resources [Internet] Prosymmetry.com 2021 [cited June 2021] Available from: https://www.prosymmetry.com/resources/resource-utilization-what-is-it-and-whyis-it-useful/ (16) Bekele AZ, Shigutu AD, Tensay AT The effect of employees’ perception of performance appraisal on their work outcomes International Journal of Management and Commerce Innovations 2014 Apr;2(1):136-7 (17) Teratanavat, R., Raitano, R., &Kleiner, B (2006).How to Reduce Employee Stress Nonprofit World, 24(3), 22 –24 Retrieved July 26, 2007, from Business Source Premier Database, http://search.epnet.com (18) Sima L Top Resource Planning And Management Tools - Teamweek [Internet] Toggl Blog 2021 [cited June 2021] Available from: https://toggl.com/blog/top-resource-management-tools 60 (19) Plan your resources with maximum efficiency | Ganttic [Internet] Ganttic 2021 [cited June 2021] Available from: https://www.ganttic.com/ (20) What is a KPI? 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Duputy of Department Duputy of Department Duputy of Department ROs ROs ROs Figure 2: Organization chart of Large Enterprise Department of Bank X- Branch ABC (Source: Internal data) At this department, ...UNIVERSITY OF ECONOMIC HO CHI MINH CITY International School of Business LE THI TUYET QUYNH INAPPROPRIATE TASK ALLOCATION OF LARGE ENTERPRISE DEPARTMENT AT BANK X- BRANCH ABC SUPERVISOR:... chart of Large Enterprise Department of Bank X- Branch ABC Figure 3: Share of income contribution of Departments at Branch ABC Figure 4: Preliminary cause and effect tree Figure 5: Process of credit
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