Organizational Profile of Ut Bank Ghana Ltd, Kumasi Branch

Topics: Organization, Organizational studies, Management Pages: 7 (2172 words) Published: June 18, 2013
Introduction
Organizations as organisms metaphor focuses attention on the importance of understanding and managing organizational needs and environment, and compares organizations to organisms in understanding how living systems appear, evolve, develop, decline and die as well as how they adapt to changing circumstances in their external environments. The focus of organic thinking emphasizes adaptation to the outer environmental conditions, the balancing of internal needs and external conditions, and how certain species of organizations are able to become better adapted to specific environmental conditions than others. Bureaucratic organizations, for example, work effectively in environments that are stable and fixed, but this rational “species” of organization doesn’t fare as well in more turbulent and changing environment (Morgan, 1997). The study focuses attention to organisational culture and leadership of UT Bank Ghana Limited, Kumasi Branch which seeks to study a new theory of organisation built on the idea that individuals, groups and organisations like biological organisms operate more effectively when their needs are met.

Organizational profile of UT Bank Ghana Ltd, Kumasi Branch
UT Bank Ghana Limited (formerly UT Financial Services Ltd) commenced business as a finance house in 1997 under its former name. It has evolved from a lending institution to a universal bank through the acquisition of the former UT Bank in June 2010 and got listed on the Ghana Stock Exchange under the name UT Bank. The company has an annual turnover of GHS74million (GSE, 2011), over 600 staff and 26 branches nationwide. The desire of the founding members was to create an entity set apart by its nonpareil standards of integrity in its dealings with clients and shareholders. Vision

“Redefining banking”

Mission
1. Be the preferred bank for businesses and individuals providing quality and outstanding products with speed and efficiency to delight customers and build shareholder value. 2. Serve both the unbanked informal sector as well as members of the formal sector. Core values

1. Stepping up to the plate
2. Why not!
3. Respect
4. Integrity
5. Professionalism
6. UBUNTU
The Chief Executive Officer of UT Bank has been Mr. Prince K. Amoabeng since its establishment. The bank has 24 banking halls nationwide, 2 loan centers and 16 ATM outlets. Kumasi Branches which are the focus have 40 staff members which comprise of 2 Management Staff, 25 Senior Staff and 13 Junior Staff. The branch has four departments namely; Banking (Operations), Wholesale Banking and Investor Relations, Retail Banking and Administration (UT Bank, 2011).

Organizational culture
Basically, culture is defined as “the way we do things around here” (Deal & Kennedy, 2000) or “the way we think about things around here” (Maull, Brown & Cliffe, 2001). Deal and Kennedy (1982) argue that culture is the single most important factor accounting for success or failure in organizations. They identified four key dimensions of culture: 1. Values – the beliefs that lie at the heart of the corporate culture. 2. Heroes – the people who embody values.

3. Rites and rituals – routines of interaction that have strong symbolic qualities. 4. The culture network – the informal communication system or hidden hierarchy of power in the organization. Groeschl and Doherty (2000) pointed out that culture consists of several elements- implicit and otherwise. Most often these elements are explained by terms such as behaviour, values, norms and basic assumptions. According to Schein (1996), culture may be studied at its most visible level through the examination of its artefacts and creations, which include physical space, technology, art, symbols, language, mottoes, and overt behaviour are the values espoused by individuals as the organisation faces and deals with new situations. These represent “what ought to be, as distinct from what is”. The culture of...

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