Assessing the effect of change in organizational structure and processes on operational efficiency of the bank

Autor: Verdonik, Maja
Přispěvatelé: Nedelko, Zlatko
Jazyk: slovinština
Rok vydání: 2016
Předmět:
Zdroj: Maribor
Popis: Organizacijska struktura je v teoriji opredeljena kot pomemben dejavnik, ki vpliva na učinkovitost podjetij. Zaradi potrebe po njenem prilagajanju zunanjim in notranjim dejavnikom, jo je potrebno pogosto spreminjati in prilagajati. Sprememba organizacijske strukture predstavlja aktivnost, ki jo je mogoče uresničiti v dokaj kratkem času, to pa velja tudi za njene rezultate, ki se v končni fazi kažejo v racionalizaciji stroškov poslovanja. Seveda pa moramo organizacijsko strukturo dojemati predvsem kot orodje za trajno izboljševanje učinkovitosti in jo prilagajati viziji in strateškim usmeritvam podjetja, in sicer z uskladitvijo potreb strank in upravljanja odnosov z njimi, upravljanja tveganj ter razvoja zaposlenih, kar v končni fazi vpliva na večanje vrednosti za lastnike. S spremembo organizacijske strukture se zaradi zahtev po optimizaciji poslovanja in racionalizaciji stroškov sooča tudi večina slovenskih bank. V letih pred nastopom gospodarsko-finančne krize so banke večinoma spreminjale in prilagajale organizacijsko strukturo zaradi zahtev okolja, sodobnejšega pristopa k obravnavi strank, uvedbe novih storitev ali prodajnih poti in zahtev regulatorja. Pretekla gospodarsko-finančna kriza pa je pred banke postavila izzive kako znižati stroške poslovanja. Sprememba organizacijske strukture je eden izmed ukrepov, ki ga banke izvajajo s ciljem optimizacije poslovanja in racionalizacije stroškov in s tem povečanja učinkovitosti poslovanja. Po drugi strani banke zaradi sprememb organizacijske strukture prilagajajo in prenavljajo tudi procese, saj obstaja tesna povezava med organizacijsko strukturo in potekom procesov. Takšne zahteve po spreminjanju organizacijske strukture banke pa v ospredje postavljajo presojanje in spremljanje učinkov izvedenih sprememb. Presoja o učinkovitosti organizacijskih sprememb velikokrat ostaja na nivoju subjektivnih in delnih ocen, kar predstavlja osrednji problem magistrskega dela. Cilj magistrskega dela je tako oblikovati model, s katerim bo mogoče presojati ali ima sprememba organizacijske strukture banke vpliv na učinkovitost banke. Presojo smo opravili na primeru izbrane banke, ki je v sklopu prestrukturiranja spremenila svojo organizacijsko strukturo in posledično procese. Tekom teoretične raziskave smo raziskali kako organizacijska struktura vpliva na delovanje podjetja oz. banke. Pri tem smo upoštevali specifiko bank, ki veliko svojih resursov namenijo upravljanju tveganj. V empiričnem delu naloge smo oblikovali model za presojanje vplivov organizacijske strukture in preverili ali je izbrani banki s spremembo organizacijske strukture in posledično prilagoditvijo procesov uspelo izboljšati poslovanje in na katerih področjih. Ugotavljamo, da je takšna sprememba imela pozitivne učinke na poslovanje banke. Učinki se izražajo predvsem v smislu stroškovne racionalizacije (nižji stroški plač), kar je posledica vitkejše strukture, manj vodstvenih delovnih mest ter izvajalcev procesov. Učinki se izražajo tudi na komunikacijskih linijah, ki so enostavnejše in krajše, kar pomeni optimizacijo horizontalnega usklajevanja vodstev in izvajalcev pri izvajanju procesov. In theory, organizational structure is defined as an important factor, which affects the efficiency of companies. Due to the necessity of its adapting to external as well as internal factors, it needs to be a changing one. Organizational structure change is an activity, which can be realized in a relatively short period. The same can be said for the activity results which, in their final phase, are evident in rationalization of the costs of operations. It goes without saying that organizational structure must be perceived predominantly as a tool for sustainable improvement of efficiency and must be adapted to the vision and strategic guidelines of the company by way of reconciliation of the clients' needs and customer relationship management, risk management and staff development, all of which adding value to the owner in the final phase. The majority of Slovenian banks is currently facing change of organizational structure in order to meet the requirements related to optimization of operations and rationalization of costs. In the years preceding the economic-financial crisis the banks were changing and adapting their organizational structure mostly due to the requirements of their environment, a more contemporary client approach, implementation of new services or sales channels and requirements of the regulator. The past economic-financial crisis clearly challenged the banks to lower the costs of their operations and organizational structure change is one of the measures the banks are implementing in order to optimize their operations, rationalize the costs and thus increase the effectiveness of their operations. On the other hand, banks are adapting and renewing processes due to changes in organizational structure, since there is a close relationship between organizational structure and processes workflow. Such requirements regarding the banks' organizational structure change put forward assessment and monitoring of the changes performed. Since the assessment of effectiveness of organizational changes often remains on the level of subjective and partial estimations, this particular topic is the main issue of this master's thesis. The objective is forming of a model, which can be used in assessment of whether the organizational structure change in a bank affects its efficiency. Assessment was performed in a specific bank, which had changed its organizational structure due to its restructuring process. The desk research showed the way of organizational structure of the company is affecting the company's efficiency. Specifics of the banks which, earmark many of their resources for risk management, were taken into account. In empirical part of the thesis, the check whether the specific bank managed to improve its operations and in which particular areas due to organizational changes, was conducted. We found that such a change had positive effects on bank's efficiency. The effects are in particular reflected in cost rationalization (lower wage costs) as a result of leaner structure, less managerial positions and less operation performers. The effects are also reflected in simpler and shorter communication lines, which imply optimization of horizontal coordination at management and operational level.
Databáze: OpenAIRE
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