| Summary: | The aim of the study was to determine whether CBZ Bank's strategic intent was aligned to action on the ground and how the bank could consolidate its
competitiveness in the market. Organisations in the services industry rely on their human resources to manage other resources in order to deliver superior service. The employees are also responsible for executing operational strategies on the ground and getting feedback directly from the market. Branch employees are directly in the competition zone and they can provide invaluable insight into the competitive dynamics of the banking industry. In order to obtain the employees' perspective of the
bank's strategic intent, whether events on the ground are reflective of it and ascertain the competitiveness of the bank, responses from thirty one (31) supervisory and managerial cadres were used. The population frame was composed of (five) 5 senior managers, thirteen (13) middle managers and thirty three (33) supervisory personnel. A self administered questionnaire was e-mailed to the targeted fifty one (51) staff members. Thirty one (31) responses were received. The choice of the sample was
driven by the fact that strategic business unit leaders drive the bank's strategy hence they are able to shed invaluable information regarding the bank. Eighty two (82%) of the respondents indicated that the bank's strategic intent was on course as opposed to eighteen (18%) who felt otherwise. Seventy one (71 %) of the respondents also felt that the bank was competitive. A salient feature of this study was that the majority of
respondents concurred that the bank's strategic intentions were on track. However due to the volatile and hyper inflationary conditions prevailing, shareholder value should be preserved by adopting growth strategies that hedge against the effects of inflation. Such strategies should include creating new external markets by going regional and international. === Thesis (MBA)-University of KwaZulu-Natal, 2006.
|
|---|
