ABSTRACT
This
study investigated the impact of team-based management on the organizational
performance of selected deposit-money banks in South East Nigeria. Specific
objectives included assessing the influence of cohesive leadership, role integration,
mutual communication, collaboration, and identifying challenging factors affecting
team-based management. Six hypotheses were formulated to explore the
relationships between various aspects of team-based management and organizational
performance indicators. These hypotheses tested the significance of cohesive
leadership, role integration, mutual communication, collaboration, and
challenging factors on market share, profitability, revenue growth, customer
satisfaction, and effectiveness of selected deposit-money banks. A descriptive
survey design was employed for this study to gather comprehensive insights into
the impact of team-based management on organizational performance. Both primary
and secondary data were utilized. Primary data were collected through surveys,
including oral interviews and questionnaires, while secondary data were
obtained from various sources such as journals, published works, and online
materials. The population comprised staff from selected deposit-money banks in
South East Nigeria. A sample size of 392 respondents was determined using the
Taro Yamane formula, employing stratified random sampling techniques. The
collected data underwent both descriptive and inferential statistical analyses.
Descriptive statistics, including tables and percentages, were used, along with
inferential methods such as Spearman correlation, Analysis of Variance (ANOVA),
and linear regression to test the formulated hypotheses. The study revealed
significant relationships between cohesive leadership and market share, role
integration and profitability, mutual communication and revenue growth,
team-based management and customer satisfaction, as well as collaboration and
effectiveness of the selected deposit-money banks. Additionally, challenging
factors like team size, leadership, trust, heterogeneity, and commitment were
identified as significant in influencing team-based management. The findings
underscored the importance of team-based management in enhancing organizational
performance among deposit-money banks in South East Nigeria. Factors such as
cohesive leadership, role integration, mutual communication, effective
collaboration, and addressing challenging factors contribute to improved
performance. Based on the findings, recommendations were made to encourage open
communication, sustain team-based management practices, foster collaboration,
integrate teamwork into organizational philosophy, promote participative
leadership styles, and proactively manage teams to enhance organizational
performance among deposit-money banks.
TABLE OF CONTENTS
CHAPTER 1
INTRODUCTION
1.1 Background of the
Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Limitations of the Study
1.9 Brief Profile of the Organizations under Study
1.10 Operational Definition of Terms
CHAPTER 2
REVIEW OF RELATED LITERATURE
2.1 Conceptual
Framework
2.1.1 Team-based management
2.1.2 Uses of teams/teamwork in organizations
2.1.3 Types of teams
2.1.4 Team development
2.1.5 Team cohesiveness
2.1.5.1 Factors
influencing team cohesiveness
2.1.6 Team effectiveness
2.1.6.1 Components of team effectiveness
2.1.6.2 Team effectiveness model
2.1.7 Team members’ commitment
2.1.8 Framework
for understanding teams and team performance
2.1.9 Team-based management and organizational
performance
2.1.10 Measuring market share as part of
organizational performance
2.1.11 Measuring profitability as part organizational
performance
2.1.12 Measuring
effectiveness as part organizational
performance
2.2 Theoretical Framework
2.2.1 Human relation theory
2.2.2 Goal setting theory
2.2.3 Human capital theory
2.2.4 System theory
2.3 Empirical Review
2.4 Summary of the Reviewed Related
Literature
2.5 Gap
in Literature
CHAPTER
3
METHODOLOGY
3.1 Research Design
3.2 Area of Study
3.3 Sources of Data
3.4 Population of the Study
3.5 Sample Size Determination
3.6 Sampling Technique and Procedure
3.7 Description of Research Instrument
3.8 Validity of the Instrument
3.9 Reliability of the Instrument
3.10 Method of Data Analysis
CHAPTER 4
RESULTS AND
DISCUSSION
4.1 Presentation
of Results
4.1.1 Return
rate of questionnaire
4.1.2 Demographic
characteristics of the respondents
4.1.3 Presentation
of responses based on objectives
4.2 Test
of Hypotheses
4.2.1 Test
of hypothesis one
4.2.2 Test
of hypothesis two
4.2.3 Test
of hypothesis three
4.2.4 Test
of hypothesis four
4.2.5 Test
of hypothesis five
4.2.6 Test
of hypothesis six
4.3 Discussion
of Findings
4.3.1 To ascertain the extent cohesive leadership
system affects market share of
selected deposit-money banks
4.3.2 To determine the degree role integration
system affects profitability of selected
deposit-money banks
4.3.3 To evaluate the extent mutual communication
affects revenue growth of selected
deposit-money banks
4.3.4 To establish the relationship between team-based
management system and
customer satisfaction in the selected deposit-money
banks
4.3.5 To examine the effect of collaboration on effectiveness
of selected deposit-money
banks
4.3.6 To ascertain the challenging factors
affecting team-based management system of
selected deposit-money banks
CHAPTER 5
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
of Findings
5.2 Conclusion
5.3 Recommendations
5.4 Contribution
to Knowledge
5.5 Suggestion
for Further Studies
References
APPENDIX 1: Questionnaire
APPENDIX
2: Regression Results for Test of Hypothesis Three
APPENDIX
3: Regression Results for Test of Hypothesis Five
APPENDIX
4: ANOVA Descriptive Statistics Result for Hypothesis Five
APPENDIX
5: Deposit-Money
Bank Branches Surveyed
LIST OF TABLES
Table
2.1: Inside the team factors and dimensions
Table
3.1: Population of Selected Deposit-Money Banks
Table 3.2: Sample Size Extracted From Each Selected Deposit-Money Banks
Table 3.3: Reliability Tests for Week 1
Table 3.4: Reliability Tests for Week 2
Table 4.1: Return rate of questionnaire
Table 4.2: Respondents’ distribution by
department
Table 4.3: Distribution of respondents
by job position
Table 4.4: Distribution of respondents
by length of service
Table 4.5: Gender distribution of
respondents
Table 4.6: Extent cohesive leadership
affects market share (n = 354)
Table 4.7: Degree role integration
system affects profitability (n = 354)
Table 4.8: Extent mutual communication
affects revenue growth (n = 354)
Table 4.9: Relationship between
team-based management system and customer satisfaction (n = 354)
Table 4.10: Effect of collaboration on
effectiveness (n = 354)
Table 4.1.3.11: To challenging factors
affecting team-based management system
(n = 354)
Table 4.12: Correlation result for
hypothesis one
Table 4.13: Correlation result for
hypothesis two
Table 4.14: Regression result for hypothesis three
Table 4.15: Correlation result for
hypothesis four
Table 4.16: Regression
result for hypothesis five
Table 4.17: ANOVA results for test of
hypothesis six
LIST OF FIGURES
Figure
2.1: Four types of teams
Figure
2.2: Types of groups and teams in organizations
Figure
2.3: Stages of group/team development
Figure
2.4: Factors affecting team cohesiveness
Figure
2.5: Team effectiveness model
Figure
2.6: Key roles of teams
Figure
2.7: Effect of group processes
Figure 2.8: The GRPI model of team
effectiveness–Rubin, Plovnick, and Fry model (1977)
Figure
2.9: Cohesiveness
Figure
2.10: Goal setting
Figure
4.1: Analysis of questionnaire distributed to banks selected for this study
Figure
4.2: Analysis of respondents’
distribution by department
Figure
4.3: Analysis of respondents’
distribution by job position
Figure
4.4: Analysis of distribution of
respondents by length of service
Figure
4.5: Analysis of gender
distribution of respondents
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
In recent times, many organizations have adopted teamwork as an
essential factor in achieving its success and their mission statements are
centered on words such as collaboration, cooperation, coordination, and communication.
Designing
employee’s responsibilities and function around teams has become increasingly
popular among organizations (Morgeson, Derue and Karam, 2010). Hills (2007) asserted
that most organizations use some forms of team-orientated work to accomplish
its goals. Andrew (2016) defined team-based management as
approaches were action plan and performances metric are structured around teams
rather than individual. In other word, teams are held accountable for plans and
results. The elements of team-based organisations include employee empowerment,
mutual trust, goal setting, shared leadership and accountability.
Teamwork is regarded as an
operational term that focuses on one of the several strategies of work organization.
Anujah (2013) describes teamwork as a Human Resource Management exercise that
increases an organization’s competitive advantage. Nevertheless, teamwork
remains a term used to explain various part of working conditions, for instance
job satisfaction, job autonomy, members commitment and work intensity. Team
work involves the grouping of employees into cohesive group so as to achieve a
clearly defined task. Hence, management emphasizes the importance of teamwork
and sought after applicants that have the capacity to work with others during
recruitment process. Delarue, Hootegem, Procter and Burridge (2008), claimed
that teamwork has developed as one of the most effective ways of structuring
work. In recent times, teamwork has gone beyond individual hiding in a group
but rather as a means of dividing task and duties to members of a work group.
The approval of the concept of teamwork is quite intriguing itself. This is due
to the fact that the primary basis of Human Resource Management in connection
with work organizations has been the pursuit for personal accomplishment
(Dodge, Sherwood and Shomaker, 2012).
Nzewi,
Chiekezie and Nnesochi (2015) posit that accomplishment of task either
individually or in group has been seen as a method of enhancing organizational
functioning at suitable levels of both operational costs and productivity. This
practice has hardly changed in many organizations especially in the developing
countries where individual competence is still preferable. Despite the fact that in today’s business
environment, individual-based task performance is regarded as essential, it has
also been regarded as inadequate to provide high-quality delivery. This can be
represented by maxims such as:
i.
Keeping
together is progress.
ii.
Two heads are
better than one.
iii.
Working
together is success.
Therefore, desire of every organization
is to achieve its desired goals and objectives and to do so, the present
pursuit of human resource management is to attain an interactive excellence
through teamwork. As a result of this, the process through which teamwork is
introduced into an organization’s plan, and the positive and negative impact of
teamwork on organizational performance has generated a lot of research attention
mostly in the training and manufacturing industries. Gradually, this research attention is being extended to the
banking industry and it is beginning to gain momentum. This is due to the
phenomenal growth in almost every part of the world of the banking industry. In
Nigeria, the concept of teamwork has been of great benefit in most
organizations. Its implementation however, has faced a number of limitations
ranging from problem of Poor team building, team compositions,
management of team and low morale which negatively affect employee
performance and the organization at large (Boakye, 2015). Mbinya (2013)
affirms that most organizations have to embrace teamwork so as to achieve their
organizational target. The principle of teamwork is that workload is minimised
and splinted into pieces of work for everyone to participate. The retrogressive
development in most organizations today can be attributed to lack of teamwork
among workers which on the long run have negative effect on organisational
performance. Gross amount of money is equally lost as a result of teamwork
inadequacies which could have far-reaching effects on the advancement of the
organization. Therefore, organisations are looking for positive synergy that will help
increase its performance.
Bank performance is the ability of
a bank to make profit from a specific source of income and create revenue from
a stated amount of asset. The substantial use of teams creates the likelihood of an organization
to make greater outputs with less or no rise in inputs (Robbins, Judge and
Vohra, 2012). Nevertheless, organizations
have studied several performance indicators but for the purposes of this
research work, the financial and operational outcomes would be investigated. The use of team-based management in
deposit-money banks will significantly improve customer’s satisfaction, speed
and efficiency in service delivery, service quality, employee job satisfaction
and decision making. However, for the benefits of using teamwork in an
organization to be guaranteed, it must be properly managed because teams and
teamwork are also prone to some significant drawbacks such as social loafing,
labour turnover, and problems associated with group decision making, if not
properly managed.
1.2 STATEMENT
OF THE PROBLEM
The banking industry in Nigeria is a place
where the use of team is an endearing operational approach. The industry sees
itself as a big team often organized into four sub-teams (management,
operation, marketing and customer service) to ensure effective performance.
Operating in an environment with serious competitions and different challenges
and still expect to perform well, the banking industry culturally educate their
employees on the importance of team work and commitment to team tasks as this
helps to ensure continuous patronage and increase profit. Despite the fact that
Work groups in the banking industry appear to work collaboratively in order to
be successful, the banking industry still experience rise and fall like other
Nigerian Business Enterprises. This could be as a result of the fact that so
much importance is still placed on individual performance or it could be as a
result of lack of teamwork among employees and poor management of teams in
organizations. These problems range from
lack of cohesive leadership ,low level of communication, self-dominance,
separation or low integrations and collaboration thereby posing threats such
as; social loafing and problem of group decision making, low return on
investment as well as business failure. For such organizations to excel in
their operations there is need for teamwork cohesiveness among employees within
the organization. Their cooperation in this respect has to be aroused. This
makes it imperative to determine the relationship between team-based management
and performance of selected deposit-money banks in South East Nigeria.
1.3 OBJECTIVES
OF THE STUDY
The broad objective of this study
was to examine the effect of team-based management on organizational
performance. The specific objectives of this study are to:
i.
Ascertain the
extent to which cohesive leadership system affect the market share of the
selected deposit-money banks in South East, Nigeria.
ii.
Determine the
degree to which role integration system affect the profitability of the
selected deposit-money
banks in South East Nigeria.
iii.
Evaluate the
extent to which mutual communication affects the revenue growth of the selected
deposit-money banks in South
East, Nigeria.
iv.
Establish the
relationship between team-based management system and customer satisfaction of
the selected deposit-money
banks in South East, Nigeria.
v.
Examine the
effect of collaboration on the effectiveness of the selected deposit-money banks in South East, Nigeria.
vi.
Ascertain the
challenging factors affecting team-based management system of the selected deposit-money banks in South East, Nigeria.
1.4 RESEARCH
QUESTIONS
As a follow-up to the objectives
of this study, the following tentative questions were raised here under:
i.
To what
extent does cohesive leadership system relates to market share of the selected deposit-money banks in South East, Nigeria?
ii.
Does role
integration system relate to profitability in the selected deposit-money
banks in South East, Nigeria?
iii.
To what
extent does mutual communication affect revenue growth of the selected deposit-money banks in South East, Nigeria?
iv.
What is the
relationship between team-based management system and customer satisfaction of
the selected deposit-money
banks in South East, Nigeria?
v.
What is the
effect of collaboration on the effectiveness of the selected deposit-money banks in South East Nigeria?
vi.
What are the challenging
factors affecting team-based management system of the selected deposit-money banks in South East Nigeria?
1.5 RESEARCH
HYPOTHESES
The following research hypotheses
are formulated as a follow-up to the questions above:
Ho1: There is no
significant relationship between cohesive leadership system and market share in
the selected deposit-money banks in South East
Nigeria.
Ho2: There is no significant
relationship between role integration system and profitability in the selected deposit-money banks
in South East Nigeria.
Ho3: Mutual
communication does not affect the revenue growth of the selected deposit-money
banks in South East Nigeria.
Ho4: There is no
significant relationship between team-based management system and customer
satisfaction in the selected deposit-money
banks in South East Nigeria.
Ho5: Collaboration has
no significant effect on the effectiveness of the selected deposit-money
banks in South East Nigeria.
Ho6: Team Size, team
leadership, trust, team heterogeneity and commitment are not challenging factors
affecting team-based management system in the selected deposit-money banks in South East Nigeria.
1.6 SIGNIFICANCE
OF THE STUDY
The outcomes of this research will be beneficial
to the following:
Management: this
study will enable management of the banks to understand the effect of using
teams to enhance organisational effectiveness as well as performance and find solution to the problems surrounding
teamwork.
Academic: related issues that were raised within this study shall
contribute significantly to the volume of literature available and open up ground for further research. In
academics, the unknown is never exhausted, as the list of what we do not know
could go on forever. Therefore, as a
contribution to this area, it will help to push the frontiers of knowledge.
Organisation: this study will unarguably harmonize
interpersonal relationship among employers, employees and team members in
organizations as well as aid government in making policies.
1.7 SCOPE OF
THE STUDY
The study critically analyzes the impact of
team-based management system on organizational performance which involves unit,
context and geographic scope. Under the unit scope, the study targeted the
banking industry in Nigeria. Furthermore, for purposes of research convenience
and generalization, the study used some selected deposit-money banks operating
in South East of Nigeria. These banks include: Access
Bank, Eco Bank, First Bank, Fidelity Bank, Diamond Bank, Guaranty Trust Bank, First
City Monument Bank, Skye Bank, Zenith Bank and United Bank of Africa. These
banks were selected because of their financial stability and market share. For
the contextual scope, the study covered the impact of teamwork on organizational performance, profitability, market
share, revenue growth, and effectiveness of deposit-money Banks in Nigeria. Finally, under the geographical
scope, the study used some selected deposit-money banks operating in South
Eastern Geo-Political Zone of Nigeria whose
population is over 16 million (NPC, 2006). The
zone comprises of five states namely; Abia, Ebonyi, Anambra, Imo and Enugu.
1.8 LIMITATIONS
OF THE STUDY
The
researcher encountered a number of constraining factors in the process.
Specifically, the key constraint was difficulties with gaining access to vital
information about the organizations under study as the organizations were
reluctant in releasing important financial documents such as annual reports.
Also there was unwillingness on the part of some respondents to give the
required information to the researcher for fear of being victimized. However,
all these were mitigated by having constant follow up to ensure that annual
reports were released as well as respondent responded to the questions
accordingly.
1.9 BRIEF PROFILE OF THE ORGANIZATIONS UNDER STUDY
(i)
Access Bank Plc
Access
Bank was given a banking license in 1988 and began operation as a private
commercial bank in 1989. In 1998, the Bank changed to a public Limited
Liability company as well as it was quoted on the Nigeria stock Exchange. In
2001, Access Bank Secured a License from the Central Bank of Nigeria for
Universal Banking. Access Bank
has over 305 branches and service channels across Nigeria, seven subsidiaries
within East Africa, United Kingdom and West Africa as well as offices in the
Lebanon, Republic of China, India and United Arab Emirates which are served through four business units: Commercial,
Personal, Corporate and Investment banking and Business. Access Bank has over
830,000 shareholders who are Nigerian and International Investors. In the last ten years, the Bank has been ranked among Africa's top 20
banks. Today, the bank is among the five largest banks in Nigeria in terms of
loan, assets, deposits and branch network. The bank’s 2017 financial statement
revealed the following; gross earnings N459,075,779, profit before tax N80,072,480,
profit after tax N61,990,852, customer’s deposits N2,244,879,075, let Loans and
advances N2,064,101,703, shareholders’ funds N515,447,409, total assets
N4,102,242,820. The
Bank’s main focus is on mainstreaming sustainable business practices.
(ii) Diamond Bank Nigeria Plc
Diamond
Bank Plc was incorporated in 1990, started operation in 1991 as a private
limited liability company in 1991 and became a universal bank in 2001. In 2005,
the bank became a public limited company. The Bank provides services for more
than 150,000 businesses of different size including micro small and
medium-scale enterprises. Diamond Bank has over 271 branches across Nigeria, a
subsidiary in the UK and the Bank is also listed on the Nigerian and London
Stock Exchange. Diamond
banks, gross earnings in 2017 was N184.06billion, growth in interest income was
N145.32billion, net interest income rose to N98.28billion from N96.54billion in
2016.
(iii)
Eco Bank Nigeria Plc
Eco Bank Nigeria Plc began operations in 1986. The bank acquired
100% of the shareholding in Oceanic Banks during the fourth quarter of 2011
thereby creating the expanded Eco Bank Nigeria Plc. By December 2011, the
banks’ total assets was about US$8.1 billion (NGN: 1.32 trillion) with over
1000 branches across Nigeria thereby making the bank one of the five top and
biggest banks in Nigeria. Eco Bank Nigeria belongs to Eco bank international; the main independent
Pan-African Bank with headquartered in Lomé, Togo, with subsidiaries in
Central, East and West Africa and a subdivision in Paris , Johannesburg, Dubai and London. In 2017 financial year, Eco Bank
achieved profit after tax of N20.20 billion, representing a 249.5% growth over
the profit of N5.7billion recorded in 2016.
Impairment charge for loans and other losses reduced to N59.9 billion
from N82.8 billion recorded in 2016. Total assets improved marginally to close
at N1.830 trillion against N1.809 trillion in 2016.
(iv)
First Bank Nigeria Plc
First
Bank of Nigeria is a top-tier bank in Nigeria, established by Sir Alfred Jones
in the year 1894, and started operation with the name Bank of British West
Africa (BBWA) however in the year 1991 its name was changed to First Bank of
Nigeria Plc. As way of reorganizing in 2012, the Banks’s name was changed to
First Bank of Nigeria Limited and this resulted in FBN Holdings. First Bank has
over 1.3 million shareholders and more than 950 branches in Nigeria. The bank
also has branches in London and Paris with Representative Offices in Beijing.
The Bank has subsidiaries, Banque International de Credit (BIC), Gambia,
Sierra-Leone, Ghana, Guinea, and Senegal. These were significant milestone in
its agenda for expanding its sub-Saharan African. As of December 2015, the Bank had total assets
of NGN3.9 trillion, profit before tax for the twelve months ending 31 December
2015 was around NGN10.2 billion.
(v)
First City Monument Bank (FCMB)
FCMB
Group Plc started operation in 1977 as a stock-broking firm named City
Securities Ltd and got its commercial banking license in 1982 with the name
called First City Merchant Bank. The bank got its universal banking license in
2001 after which, its name was changed from First City Merchant Bank to First
City Monument Bank (FCMB). In 2004, the bank was changed into a public
liability company as well as listed on the Nigerian Stock Exchange (NSE). In
2005, FCMB got over N16bn from a public offer towards the then N25bn target set
by the Central Bank of Nigeria (CBN) and became one of the 25 banks in Nigeria.
That same year, FCMB took over Midas Bank, Co-operative Development Bank, and
Nigerian American Bank. This increased it number of branches from 26 branches
in 2005 to 150 by 2007. In 2012, FCMB merged with Fin Bank PLC and in June
2013, the bank established a non-operating financial holding company called
FCMB Groups PLC and was regulated by the Central Bank of Nigeria with three subdivisions
namely CSL Stockbrokers Ltd, First City Monument Bank Ltd and FCMB Capital Markets
Ltd. The Banks reported modest pre-tax profits
ofN11.5 billion in 2017– compared to N16.3 billion in 2016.
(vi) Fidelity Bank Nigeria Plc
Fidelity bank was formed in 1987 and started operations in 1988 as
a Merchant Bank. In the year 1999 it was changed to a commercial bank and a
Public Limited Company. Its licenses
were secured as follows; universal banking license in 2006 and
International Banking License in the year 2011.
As a result of the 2005 Banking Consolidation exercise conducted by CBN,
fidelity bank purchased Manny Bank Plc and FSB International Bank and became one
of the largest and strongest deposit-money banks in Nigeria. In 2011, the bank
was ranked as follow; the 7th most financially stable bank in Nigeria, the 25th most financially
stable bank on the African continent and the 567th
most financially stable bank in the world. Currently, fidelity bank
has branches in all states in Nigeria. In 2014, the Bank purchased Loans
Company Limited (PCSL) and Pro Credit Savings. Fidelity Bank has two
subdivisions namely Fidelity Securities Limited and Fidelity Asia Bank Limited. In 2017 Fidelity bank made a profit after tax of N18,
857,000 compare to N9, 734,000 in 2016
(vii) Guaranty Trust Bank Nigeria Plc
Guaranty Trust Bank Plc is the third biggest and
most profitable bank in Nigeria. It was established in
1990, as a private limited liability company and a Commercial Bank. Guaranty trust bank started operations in 1991,
was publicly quoted in 1996 got its Universal Banking License in 2002 and
became a settlement bank in 2003.In 2007, the Bank became the first corporation in Nigeria as well as sub-Saharan bank to be quoted on Deutsche
Boeres and London Stock Exchange. In
2008, Guaranty Trust Bank got its United Kingdom banking license and became
Nigeria’s biggest bank by market capitalization in 2011. The bank has more than
731 branches, 10,000 employees, 18 e-branches, 17 Cash Centers, 41 GT Express
locations and over 1165 ATMs in Nigeria. Guaranty Trust Bank has Subsidiaries
in a Cote D'Ivoire, Gambia, Ghana, Liberia, Kenya, Rwanda, Uganda, Sierra
Leone, Tanzania and the United Kingdom. Currently, Guaranty trust bank’s
asset base is well above N3.75trillion. The banks’ 2017 financial report
reveals that the banks gross earnings- N419.23billion, profit before tax -
N200.24billion and profit after tax N170.47billion.
(viii) Skye Bank Nigeria Plc
Skye Bank was licensed as merchant bank in 1990 with its name later
changed to Prudent Merchant Bank Limited. In 2006, the bank merged with Bond Bank Limited, EIB International Bank Plc, Co-operative Bank
Plc and Reliance Bank Limited to form
Skye Bank Plc. Skye Bank has its headquarters in Nigeria, the bank has
subdivisions in Sierra Leone, Gambia, Republic of Guinea, Liberia, Angola and Equatorial Guinea. As of September 2010[update], the total assets of
the bank was above US$3.9 billion (NGN611.5 billion) with shareholders' equity
of about US$630 million (NGN98.4 billion).
(ix) United Bank of Africa (UBA)
Today’s UBA emerged from the merger
of Standard Trust Bank and UBA. The merger took place in 2005 and that same
year, UBA acquire Continental Trust Bank further expanding the UBA brand. UBA
subsequently acquired City Express Bank, Metropolitan bank, Trade Bank, Gulf
Bank, African Express Bank, and Liberty Bank. UBA expanded its African track
with the opening of UBA Cote d Ivoire, UBA Cameroon, UBA Uganda, UBA Liberia, UBA
Sierra Leone, and obtaining of a 51% returns
in Banque Internationale du Burkina Faso. Currently, UBA has 18 African
subsidiaries. In 2012, the bank was reorganized into a Monoline Commercial
Banking Model resulting in a three stand-alone entities held directly by the
bank’s shareholders – UBA Capital PLC, Africa Prudential and Afriland
Properties PLC. Despite the fact that UBA PLC is operating a Monoline structure,
it still remain the parent company for
all of the Group’s commercial banking activities. The Group’s profit before tax
in 2017 was N105 billion, an impressive 16% growth over our performance in
2016.
(x) Zenith
Bank Nigeria Plc
Zenith Bank Plc. was established
in 1990. It became a public limited company
in July 2004, and had an initial public offering on the Nigerian Stock Exchange
(NSE) that same year. In 2007, became
the largest bank in the country and West Africa,
with total assets of 2.1 billion dollars. In addition to it 377 branches in
Nigeria, the bank has branches in the Gambia,
Ghana,
Sierra
Leone, South Africa,
China, United Arab Emirate and the United Kingdom. Officially, Zenith
Bank Plc appears to be Nigeria’s largest bank by Customer Deposit. In its 2017
annual report, it reported that the banks Gross earnings was N745,189,000, Profit before tax
N203,461,000, Profit after tax
N177,933,000 and total customer deposits
are was N3.43 trillion. The banks first quarter of 2018 interim report released
by the company shows that the bank made ₦3 Billion Profit with a total customer
deposits of N3.396 trillion.
1.10 OPERATIONAL
DEFINITION OF TERMS
Organization:
This
is referred to as a group of people who pull their efforts together so as to
accomplish lead down goals.
i.
Team-based management: this is referred to as the capacity of an individual to manage
and direct group of individuals in order to achieve a task.
ii.
Team-based approach: this
is referred to as a style of managing projects whereby everyone on the project
team is held equally accountable for the success or failure of the project.
iii.
Team-based leadership: this is the ability to guide or lead an organization in groups.
iv.
Bank performance: this
is the ability of a bank to make profit from a specific source of income and
create revenue from a stated amount of asset.
v.
Team: this is
defined as a group who share mutual goals, and are jointly responsible.
vi.
Productivity: this is
referred to as increase in output over input.
vii.
Deposit-money bank: this
is referred to as a financial institution that helps to save and lend money to
investors.
viii.
Cohesiveness:
this is the extent to which members of a team or group are attached to one
another and, tend to want to stay in the group.
ix.
Organizational
productivity: this has to do with assessing and improving
the efficiency of a productive organization.
x.
Teamwork:
it is the work done collectively by members of a group for the good of the
team.
xi.
Collaboration:
this is referred to as the process of working with someone in order to produce
something.
xii.
Effectiveness:
this is the capacity to produce a desired result.
xiii.
Integration:
this is referred to as the process of achieving close relationship between
several departments, groups, organization etc.
Click “DOWNLOAD NOW” below to get the complete Projects
FOR QUICK HELP CHAT WITH US NOW!
+(234) 0814 780 1594
Login To Comment