Organizational Profile of UT Bank Ghana Ltd Essay

The Chief Executive Officer of UT commit 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 argon the focus take on 40 staff members which comprise of 2 forethought 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 affableizationBasically, finis is defined as the mood we do things around here ( contract & Kennedy, 2000) or the panache we think about things around here (Maull, Brown & Cliffe, 2001). Deal and Kennedy (1982) argue that destination is the single most important factor account statement for success or failure in formations. They identified four line dimensions of culture1. Values the beliefs that lie at the heart of the corporate culture. 2. Heroes the lot who embody values. 3. Rites and ritual s routines of interaction that have strong symbolic qualities. 4.The culture mesh the informal chat system or hidden hierarchy of originator in the presidential term. Groeschl and Doherty (2000) bloomed out that culture consists of several particles- implicit and differentwise. Most often these elements argon explained by terms such as deportment, values, norms and basic assumptions. gibe to Schein (1996), culture may be studied at its most macroscopical train 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 psyches as the geological formation faces and deals with new situations.These even up what ought to be, as distinct from what is. The culture of an system develops through the course of social interactions rather than being imposed, and acquires system of shared meanings to mobilize members of the organization in pursuit of the des ired aims and verifiables. Morgan (1997) focuses on the whole organization, the cultivation of harmonious dealing at all levels, the merging of individual with common goals and a trustfulness on worker responsibility (Japanese approaches) as success factors in organisational culture.Successful organizations build cohesive cultures around common set of norms, values, and ideas that create a focus for doing business. Organizations are socially created and exist as real lots in the minds of their members as they exist in concrete structures, rules and relations. Organizational culture facilitates the acceptable solutions for knowing the problems, which members learn, feel and set the principles, expectations, behaviour, patterns, and norms that promote a lofty level of earnment (Marcoulides & Heck, 1993 Schein, 1992).Analysis of the culture of the organization based on observation The observation was made on the basis of the artefact, norms, values and, the assumptions and belie fs inwardly the organisation. The observation followed through the running(a) periods of the organisation the observer was as objective as much as possible. Artefacts From the observation, every perspective and employee had stickers of Loan in less than 48hours and crests embossed to their breasts respectively. Also, each branch had the missions and vision of the bank hanged on the walls of the banking halls.The banks physical arrangement is a well-planned architecture of the office which shows intelligibly the various departments. Also, it was observed that the office design is one that change course the organisation and what it does. It has offices for various departmental heads and that of a shared office for the other employees which enhanced communication. There is no specific dress code for the employees, solely the employees are also smart and formal in appearance. However, on Friday, employees collapse prints made of the colours and descriptions of the bank.Employees s poke a corporate language which is position but also intermittently spoke Twi when attending to the illiterate clients as well as casual conversations among staff. Values and Norms From the observations, the values of the bank are not only visibly seen on their walls, but also clearly evident in the behaviours of the employees. It was observed that, the general demeanours of the employees exude respect, integrity and senior high level professionalism. Workers reported to work as early as 0600 GMT, and left over(p) the office as late as 2100 GMT. Workers were willing to go the extra mile to keep the customers happy.According to Hunt, Boal and Sorenson (1990), leadership is a work at involving the leader, task and situation and indeed. Most of the leadership literature confuses the definition of sound leadership by failing to make clear distinctions in whatever definitions, such as between leaders and non-leaders, effective and ineffective leaders, as well as overlooking the defi nition of the levels of leadership (Bennis, 1998 Bergsteiner, 2005 House and Aditya, 1997) leadership are often tangible images of successful endeavour in organizations, military service as role models and mentors for the more junior and aspiring employees.The evaluation and business relationship of leadership is the domain of theorists and researchers who offer organizations a range of approaches or theories, which may be said to evolve from the changing expectations of organizations.Leadership is the process wherein an individual member of a group or organisation exploits the interpretation of events, the filling of objectives and strategies, the organisation of work activities, the motivation of people to achieve objectives, the maintenance of reconciling relationships, the development of skills and confidence by members, and the enlistment of support and cooperation from people international the group or organisation (Yukl, 2002).When leaders are effective the influence t hey exert over others help a group(s) or organization(s) to achieve its effect goals. On the other hand, if leaders are ineffective, their influence does not conduct to and often detracts from, goal attainment. Leadership depends on the use of power, influence, vision, persuasion and communication skills to coordinate the behaviour of individuals and groups so that their activities and efforts are in harmony. Leaders make headway employees to perform at a high level to achieving targeted oals (Jones et al. 2007). Leadership in UT Bank Ghana Limited, Kumasi Branch UT Bank believes in quality leadership and its guidance opines that leadership is all about team-building and the mental synthesis of selfless work ethics. The leadership is a participatory one and as such it is a rule that all employees irrespective of the management level address one another by the first name. There is a vision for the organization guiding, training, coaching and motivating employees to work effectiv ely to achieve the organizations objectives.The trend is to empower employees, give them as much freedom as possible to become self-directed and self-motivated. Often, that means working in teams. Teamwork aids communication, improves cooperation, reduces internal competition and maximizes the talents of all employees on a project. Strength and limitations of UT Bank Ghana Limited, Kumasi branch as organisms Strengths The organisational culture and leadership in the organisation helps develop an understanding between the organization and its environss.This describes the organization as existing in an open system where the environment has a great impact on the way the organization is run. It shows that the management of UT Bank lot often be improved through systematic attention to the needs that essential be satisfied if the organization is to survive. It emphasizes survival as the main task facing the organization which helps the goals to not be an end in themselves, but media of survival.The leadership in UT Bank shows that there is no best way of managing thus, the best way of management is determined by the events happening at any point in time. It clearly shows that different approaches to management may be inevitable to perform different tasks within the organisation. Limitations A careful look at UT Bank as an organism makes one assume that the organisation is functionally organised which leads to functional unity interdependence where every element of the system works for all the other elements.However, in organizations, self-interest is a major conflict and also different elements of an organization are unremarkably capable of living separate lives and often do so. Also, the rise in importance of the organic metaphor in UT Bank has undermined the capability of bureaucratic organizations. The metaphor leads UT Bank and its environments in a way that is far too concrete. This is because organizations and their environments can be understood as so cially constructed phenomena. Their shape and structure is much more fragile and tentative than the solid structure of an organism.It is misleading to suggest that UT Bank need to set to its environment or that environments select the organizations that are to survive. On the contrary, organizations have a choice as to whether they are to compete or collaborate. Collaborating organizations actions can have an impact on the environment. Conclusion Since an organisation is an organism made up of systems working together, keeping such systems in good and workable conditions is very crucial to the survival and subsequent success of the organisation.Culture and leadership can be seen as effective lubricants to the effective functioning of an organisation. The culture of an organization is many times created by those who lead it. The culture of an organization speaks right off to the beliefs and practices that it holds to be true. When thinking about culture a leader must help define w hy the organization exists and to lead by example. thereby satisfying the needs of employees organisations operate more effectively and people sincerely become the lifeblood of organisations.