IMPACT OF ORGANIZATIONAL STRUCTURE OF COMMERCIAL BANKS ON EFFICIENT CUSTOMER SERVICE IN NIGERIA
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IMPACT OF ORGANIZATIONAL STRUCTURE OF COMMERCIAL BANKS ON EFFICIENT CUSTOMER SERVICE IN NIGERIA
ABSTRACT OF THE IMPACT OF COMMERCIAL BANKS’ ORGANISATIONAL STRUCTURE ON EFFECTIVE CUSTOMER SERVICE IN NIGERIA
This research is a study aimed at determining the primary reasons for commercial bank customers to be prompt wherever they are in their current or savings accounts, withdrawing cash from their savings account balances, or cash cheque in their current account balance.
As a result, it will establish the impact balance of commercial banks’ organisational structure on efficient client services.
In other words, the purpose of this research is to establish if the organisational structure of commercial banks in Nigeria, particularly First Bank (Nig) Plc, provides adequate service.
This study was limited to four branches in each of three states: Lagos, P.H, and Enugu, out of 314 branches in Nigeria.
Both interviews and questionnaires were utilised to collect data. In this exercise, three types of samples were used: consumers, clerical workers, and management personnel to assess first bank (Nig) plc’s responsiveness to clients. The three sample categories all contributed to determine how to solve any delays.
CHAPTER ONE: THE IMPACT OF COMMERCIAL BANKS’ ORGANISATIONAL STRUCTURE ON EFFECTIVE CUSTOMER SERVICE IN NIGERIA
INTRODUCTION
A commercial bank in a country can be compared to a fuel tank that delivers oil to lubricate trade and industry in order to turn the wheel of economic activity.
A commercial bank is no longer defined solely as a financial intermediary that provides demand deposits and business lending services. Rather, it is a financial intermediary that offers financial services in an ever-changing business.
The organisation and structure of the bank have an impact on financial services. The quality of financial services provided by the bank has a significant impact on the level of public patronage.
Because of the rapid growth in the number of financial institutions, competition among banks is so fierce that a diverse range of institutions compete with one another in attracting consumers and providing a variety of financial services.
With the foregoing, the study will attempt to determine to what extent the FIRST BNAK PLC’s organisational structure hinders its ability to provide effective service to its clients.
1.1 BACKGROUND OF THE STUDY
Commercial banking extends back to the early colonial period in Nigeria. The decrease in the barter system of trade and the increase in financial transactions of the colonial government necessitated the establishment of a commercial bank for the safekeeping and transportation of monies.
In 1892, an African banking firm located in South Africa was requested to create a branch office in Lagos for this reason. As a result, the African Banking Corporation was the first modern commercial bank to open a branch office in Lagos that year.
Its operations were taken over by the Bank of British West Africa in 1894.
The Royal Niger Company created Nigeria’s first bank in 1899. In 1912, the Bank of British West Africa absorbed the Bank of Nigeria and established a monopoly over it. Barclays Bank began operations in Nigeria the following year, with other colonial banks joining subsequently.
The indigenization process effectively ended the presence of expatriate banks in Nigeria. Their existence has come to an end. Because of the following reasons:
1. The merger of the monetary and security markets for liquid assets and excess reserve investment, which effectively delays the establishment of local money and capital markets.
2. Banks are assured of credit accommodation due to their interconnected relationships with major global banks.
3. The banks’ operations failed to take into account Nigeria’s credit needs.
Nigeria’s bigotry prompted them to want to establish their own bank. The federal government indigenized the banking system in 1973 by acquiring 40% of the equity of foreign banks in Nigeria.
This indigenous commercial bank in Nigeria represents the initiative by Nigerian businessmen to form their own banks, while expatriate institutions have shown little interest in assisting them with their own businesses.
The foundation of the industrial and commercial bank in 1929, which failed in 1930, was the first attempt in this approach. The Nigeria mercantile bank was established in 1931, but it was voluntary liquidated in 1936.
The successful indigenous banking endeavour in Nigeria began in 1933 with the formation of the Nigerian National Bank. In 1957, the African Continental Bank became the next successful indigenous bank.
In 1951, the Pan Nigeria Bank was created. In Nigeria, there are currently over 60 indigenous commercial banks with multiple branches dispersed around the country.
In fact, bank failures occurred in Nigeria from 1947 to 1952. According to accessible data, these banks likewise failed with the same haste with which they were created.
By 1954, twenty-one (21) of the twenty-five (25) indigenous banks had failed due to insufficient financing, bad administration, and a lack of technically trained people. Bank officials, depositors, and the government were all involved in the failures.
The 43 commercial banks that replied to our poll reported a total of 397 board members, for an average of approximately 9 members per board. No bank has more than 15 members, and no bank has more than 15 board members.
There appears to be no correlation between bank size and board size. For example, the top three banks have fifteen and thirteen board members, respectively.
Similarly, some state-owned banks had between five and six board members, while others had between five and six.
The poll also indicated that just 154 of the 397 board members had ownership stakes in the banks they were directing.
In other words, 234 of the bank’s board members were not shareholders. The directors with no ownership stake were primarily representing state and federal government interests in the banks, as would be expected. The directors were appointed by the government.
The indigenous banks as a group have made important contributions to economic growth by operating primarily in the indigenous business sector and extending credit to small and big scale indigenous entrepreneurs.
Second, they have aided in the growth of potential depositors and banking habits W.A. (1970) asserts that development occurs in all directions in his development process.
Concurrently, growth and progress encounter constraints in other domains.
“Third, aggressive mobilisation of domestic savings through direct contact with people and use of mortem have contributed to development.” Shaw and MacKinnon introduced the notion of “financial deepening” in (1973), as well as creating employment chances for Nigerians in responsible positions in the banking industry.
The Structure of Nigerian Commercial Banks is as follows:
Branch banking is a structure operated by commercial banks in Nigeria.
This is a structure arrangement in which a few giant banks with a network of branch offices monopolise the economy. This branch banking receives instructions from their headquarters (it is not autonomous).
Indigenous banks are banking structures in which the ownership of banks is entirely owned by the country’s indigenous people. These banks primarily operate in their home state, and several have their headquarters there as well.
They mostly support indigenous interests.
Mixed banks are banks that are owned equally by Nigerians and foreigners. The maximum foreign ownership participation in Mixed banks is 40%. The indigenous proprietors must own at least 60% of the mixed banks (Orjih.J.1996).
1.2 STATEMENT OF THE PROBLEM
Banking is a service industry, and it is a bank’s responsibility to provide services to its customers.
To stay in business, banks’ services must be adapted to the public’s demands and delivered efficiently.
All efforts should be taken to eliminate or reduce delays. The watchwords should be speed and precision.
A bank that produces and provides services effectively will gain public patronage and contribute to economic prosperity.
Infect the provision of effective service and profitability, among other things.
All of a bank’s commitments to its customers are critical in any jurisdiction.
Customers of First Women’s Bank, on the other hand, complain about insufficient service and frustrating delays. They believe that “time is money” and that any time wasted or lost in order to withdraw or deposit money is costly to their business.
Civil officials frequently complain that a significant amount of time is lost when they leave their office for an hour to deposit or take money from the bank.
All of these issues will have a negative impact on our economy if they are not addressed, as will the GDP.
As a result, the researcher wishes to identify the primary causes of this delay, as well as the organisational structure of the first bank’s offices.
“The study’s main foundation is an investigation into these questions.”
1.3 OBJECTIVES OF THE STUDY
The following are the study’s objectives:
a. To look for ways to improve the quality and efficiency of the financial services provided to First Bank plc clients.
b. First Bank (nigeria) plc should look into measures to eliminate or mock delays. To its clients.
c. To determine whether the services and products provided by First Bank (Nigeria) Plc would attract public patronage and contribute to the country’s economic progress.
d. To investigate the impact of First Bank Plc’s organisational structure on efficient customer service from 1999 to 2004.
1.4 RESEARCH QUESTIONS
The following research questions, which will be answered through questionnaires for customers and management, are formulated:
1. What are the methods for increasing the quality and efficiency of the financial services/products provided to First Bank (Nig) Plc customers?
2. What are the methods for minimising or reducing first bank (nig) plc’s delays to its customers?
3. Does first bank (Nig) Plc’s service and product accept public patronage and contribute to the country’s economic growth?
4. Does first bank plc’s organisational structure from 1999 to 2004 have an impact on efficient customer service?
1.5 HYPOTHESIS STATEMENT
1. Ho: Is there no increase in the quality and efficiency of the financial services/products provided to First Bank (Nig) Plc customers?
Hello: From 1999 to 2004, there was an improvement in the financial quality and efficiency of those financial services / products provided to consumers of First Bank (Nig) plc.
2. First Bank (Nig) plc has not delayed in providing services to its customers.
Greetings: First Bank (Nig) plc has a customer service delay.
3. HO: The service and products provided by First Bank (Nig) PLC do not increase public patronage or contribute to the country’s economic progress.
HI: From 1999 to 2004, the public’s patronage of the first bank (NIG) plc’s services and products helped to boost the country’s economic growth.
4.Ho: First Bank Plc’s organisational structure has little bearing on efficient customer service.
HI: From 1999 to 2004, the organisational structure of First Bank Plc had an impact on efficient customer service.
1.6 SIGNIFICANCE OF THE STUDY
This research effort can be extremely beneficial to persons with little or no experience of the banking industry.
It will be useful to persons who are interested in banking and wish to make it a career.
This study will also assist the management of First Bank Plc in recognising areas where improvement in its organisational structure is required. In other words,
the management of First Bank Plc will find it useful in making some changes, such as restructuring its organisational structure, in order to improve the service that it provides to its customers or members of the public.
Finally, this is critical to the research in partial fulfilment of the national diploma requirement.
1.7 BENEFITS AND LIMITATIONS
The organisational structure of first bank (NIG) PLC is the subject of this research study. The functions of the various departments, as well as the service provided by this bank to its customers.
No research in any field of human activity can be described as perfect or without limitations.
As a result, we should not expect the study to include everything that is required in the subject.
The fact that the researcher was venturing into the subject for the first time was a limitation in and of itself; regardless of the care or pains that would be done in doing a research, there would be some act of omission and omission.
Second, because of the researcher’s proximity to the cities, data was obtained from first bank customers employees at some selected branches in Enugu and Onitsha.
Otherwise, the study would have been expanded to other states because the time frame for this research is too short.
Finally, the fact that this research was limited to a very unsuitable and presumptuous generalisation of the results gained to the entire federation.
1.8 DEFINITION OF TERMS
1. ORGANISATION: The financial manager must plan how the firm will receive additional resources. While also making the best use of its available resources. The financial manager would keep the cash inflow to be no ideal cash, resulting in no ideal cash balances.
2. The way anything is organised or put together is referred to as its structure.
3. ORGANISATIONAL STRUCTURE: To organise is to put anything into working order or to arrange things in a system.
In this context, organisational structure refers to the reorganisation of positions and responsibilities by which a firm can carry out its activity.
4. CUSTOMER: Any person who has an account with a bank and does business with it is referred to as a customer.
5. FINANCIAL SERVICE/PRODUCT: This is the spectrum of banking operations (services) accessible to commercial bank customers.
6. EFFICIENT: Producing results in the smallest amount of time.
7. QUALITY: A level of perfection.
8. PUBLIC: Any group with a real or projected interest in influencing an organization’s ability to achieve its goals.
9. COMMERCIAL BANK: A commercial bank is an institution that accepts money from the general public for safekeeping on current or savings accounts and makes it available when needed. It provides interest-bearing loans to people who require collateral.
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