I. Critical evaluation of Citibank performance evaluation form: Citibank corporate strategy: focused on combining excellent customer service strategy along with relationship banking to build a profitable competitive franchise. Customers were offered the convenience of choosing the type of service delivery‚ whether personal or remote. But as high end customers become more and more valuable to the bank‚ their service expectations also went up. Increased service demands included broad array of financial
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environment where Bangladesh’s banks are to stay within the competition‚ they will have to move forward and that’s why e-banking system adapted by most of the banks. According to oxford dictionary‚ e-banking a method of banking in which the customer conducts transactions electronically via the Internet. Today e-banking play a key role in the national economy. ATMs‚ telephone banking‚ PC banking to internet banking are rapidly being introduced in Bangladeshi’s bank and that why without the authorization
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Ethical Performance Evaluations Organizations have a commitment to employees to provide an evaluation based on performance that is being performed the position held. Managers include the aspects of responsibilities‚ strengths‚ and weaknesses of performance that are presented on a daily basis by an employee. Managers face moral and ethical issues that require critical decisions to be made. Using ethically responsible management practices and facing social issues during performance evaluations can
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Analyzing bank performance Main objective of main performance analysis 1 Due to the inherent rick-reward trade-off in banking and finance‚ there is a close link between risk taking and profitability. Similar to many other business. The objective profit-maximizing bank will be to add value to the bank equity by maximizing risk-adjusted return to SHs. Risk taking is a double-edged sword. However‚ for banks‚ profitability and SH value add will depend on the efficiencies of risk management processes
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and established Dhaka Bank Limited in the year 1995. The Bank was incorporated as a public limited company under the Companies Act. 1994. The Bank started its commercial operation on July 05‚ 1995 with an authorized capital of Tk. 1‚000 million and paid up capital of Tk. 100 million. The paid up capital of the Bank stood at Tk 2‚659‚597‚763 as on March 31‚ 2010. The total equity (capital and reserves) of the Bank as on March 31‚ 2010 stood at Tk 6‚036‚368‚754. The Bank has 54 Branches‚ 4 SME
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2010 Citibank: Performance Evaluation In 1996‚ Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so‚ the bank’s strategy was to focus slightly less on their financial growth‚ and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”. To implement these changes‚ a new Citibank employee performance assessment
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ISSN 1940-204X Northlake Bookstore: Benchmarking for Performance Evaluation Hugh Grove University of Denver Tristy Hillestad University of Denver Lisa M. Victoravich University of Denver IntroductIon In September 2004‚ Wendy Wiley‚ the Northlake Bookstore manager‚ was considering the implications of a shocking development. For the first time in her seven years as the Bookstore manager‚ textbook sales for this fall had decreased from the prior fall sales. The sales decrease was approximately
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CASE “Citibank: Performance Evaluation” Harvard Business School 9-198-048 rev: October 14‚ 1999 The Performance Scorecard: a strategic management tool Frits Seegers‚ President of Citibank California‚ is convinced that “in a competitive marketplace where businesses compete for customers‚ customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy”1. Fulfilling customers’ expectations is a critical issue for the long term business sustainability
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customer” (Harvard Business School. 1997‚ pg. 1). Mr. McGaran is an exceptional manager and his performance exceeds expectations with the exception of customer satisfaction. Mr. McGaran scored “below par” on customer satisfaction. It a must Mr. McGaran take correction actions to improve customer satisfaction in his division to bring his rating above par. Describe the approach you would take in your performance feedback session with James. What would you say‚ in what sequence would you say it‚ and what
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meaning and concept of the 360 degree performance appraisal process. 2. To communicate or inform the participants about the weaknesses of the conventional system and how 360 degree system overcome these weak areas. 3. To provide necessary skills to plan and implement a 360-degree appraisal System in the organization. 360 Degree Appraisal System : A latest “performance management tool” is a 360 degree appraisal system. This process enables the individuals performance to be evaluated from an all around
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