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

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

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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

Ngày đăng: 22/07/2021, 17:20

Mục lục

  • ACKOWLEDGEMENT

  • 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 staf...

    • In the last 3 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 ...

  • 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

    • 1.2 Business symptoms: High turnover rate

    • According to the Report collected from the Administrative Organization Department of Bank X. It can be seen that the proportion of employees quitting from Branch ABC is increasing over the years. In 2020, it is 10.7%, increase of 1.85% compared to 201...

    • 1.3 Symptom important:

  • CHAPTER 2: PROBLEM IDENTIFICATION

    • 2.1 Preliminary analysis:

    • 2.2 Potential problem validation

      • 2.2.1 Inappropriate task allocation:

      • 2.2.2 Dissatisfaction with performance appraisal.

      • 2.2.3 Poor leadership style:

    • The Leadership Styles are the behavioral patterns that a leader adopt to influence the behavior of his followers, i.e. the way they give directions to their subordinates and motivates them to accomplish the given objectives .(4) Literatures have state...

    • Through interviews with some employees who left, they also said that they are not satisfied with the leadership style of the current leader. Mr. Quy said that "Leader always assigns work to set the bar high and push team members to run hard and fast t...

    • Pacesetting is this style depicting a very dynamic leader who sets the pace as in the call race. While the pacesetter leadership style is effective at getting things done and driving results, it's a style that can take hurt team members. For one thing...

    • Leadership shapes the organization's strategies, their implementation and effectiveness by inspiring employees to perform beyond the expected organizational goals. Similarly, poor leadership styles shape loyal employees to stay or quit their jobs .(6)...

    • Besides, Ms. Trang responded that "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...

    • Research also shows that Leadership style will vary based on the personality styles of a leader and the working environment will be based on the situational aspects which will enable a leader to influence his or her followers (Patrich Antoine, n.d).

    • So poor leadership style could be possible probelm leading to high turnover rate in Large Enterprise Department. However, as mentioned in the conversation with Ms Trang-Deputy of Director, this problem can hardly be solved. Therefore, in this thesis, ...

      • 2.2.4 Poor job promotion

    • Promotion occurs when an employee moves from one job to another, which is higher in pay, responsibility, and status. It is a vertical move in rank and responsibility. Strauss and Sayles (1976) define promotion as a movement to a position in which resp...

    • According to the interview results, some employees quit their jobs and the author received the answer that because of poor job promotion, they no longer feel happy with their work.

    • Mr. Loi said that:“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 3...

    • In Large Enterprise Department, from ROs wants to get promote to Deputy of department, the condition requires at least 3 years of experience or 2 years if achieving consecutive A++ rating. When entering the planning process, to be appointed to the pos...

    • According to an interview with Ms Trinh, Deputy of Department “Some employees leaving are young with good performance. However, because the promotion positions for them in our bank are too few. So some of them can't wait for long so they get discourag...

    • Therefore, Poor job promotion is a problem of the banking industry in general as well as of the X bank system in particular. This is also confirmed by Mr. Tuan: "Many employees of the department leave their jobs for the same reason that there are few ...

    • From the above potential problems analysis, the updated Cause-Effect map is illustrated as below:

    • Figure 8 : Updated cause and effect tree

    • 2.3 VALIDATE MAIN PROBLEM:

    • 3.1 POTENTIAL CAUSES:

      • 3.1.1 Inefficient resource capacity utilization

      • (10)Resource capacity utilization is the percentage of a resource’s work hours that is occupied by projects or tasks. Utilization planning is the part of resource management that makes it possible to maximize resource efficiency. (11) Resource ut...

      • 3.1.2 Unclear criteria for task allocation:

      • 3.1.3 Unclear Key Performance Indicators (KPIs) target

    • 3.2 VALIDATE CAUSES

      • 3.2.1 Inefficient resource capacity utilization

      • 3.2.2 Unclear Key Performance Indicators (KPIs) target

      • 3.2.3 Unlear criteria for task allocation

    • 3.3 VALIDATE MAIN CAUSES

  • CHAPTER 4: ALTERNATIVE SOLUTION SUGGESTIONS

    • 4.1 ALTERNATIVE SOLUTIONS

      • 4.1.1 Apply Resource Management software

    • Leader of Lare Enterprise Department get stuck in allocating tasks problems because they do have an effective tool to help them to manage employees work. In Lare Enterprise Department, the assignment of tasks is mainly based on the opinion of the lead...

    • Figure 12: eResource Scheduler software (Source: https://www.eresourcescheduler.com/)

    • With eResource (25) Scheduler software provides a number of features that fit the needs of the Large Enterpise Department such as:

    • Provide summary view of project count, resource count, capacity, utilization, availability along with other important information that allows user to focus on right aspects of scheduling resources.

    • Offers configurable resource utilisation and availability reports that makes it an all round resource planning software.

    • Scheduling chart makes it easy to understand when resources are scheduled on projects and when are they available.

    • Therefore, eResource (25) Scheduler software is suitable for Large Enterpise Department and should be used immediately.

      • 4.1.2 Organizing meetings between the leader and all employees

    • 4.2 SOLUTION SELECTION:

    • 4.3 ACTION PLAN:

    • SUPPORTING INFORMATION

      • 5.1 METHODOLOGY

      • 5.2 INTERVIEW TRANSCRIPT

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