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|b The aim of this paper is to explore the effect of OC on the process of SMP in the LCBs, by discovering what factors that are affecting SMP in the LCBs, and more specifically how the OC and organizational structure are blocking the advancement of a useful strategic planning area. This paper looks at some issues which, although not directly part of the SMP process itself, nonetheless have a direct and profound impact on its ultimate effectiveness. The findings of this paper are that these factors play a significant role on the process of SMP, for example, the process of SMP decision-making is characterised by too much top-down management. The work environment within LCBs is characterised by friendliness and mutual respect. As for the work system of the LCBs, the planning of HR was done annually. In order to facilitate the work, save time and effort, and improve overall performance, LCBs have introduced new work systems (NPS and SWIFT), and have followed up with an intensive training programme to go with these systems and with new functions. LCBs' marketing managers do not have the required abilities to develop the banks future strategies and specifically their marketing strategies.
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