Effecting Strategic Change The Case of Commercial Bank of Ethiopia
| dc.contributor.advisor | A.D., Madhavi (Dr.) | |
| dc.contributor.author | Sime, G/Selassie | |
| dc.date.accessioned | 2021-02-18T07:35:27Z | |
| dc.date.accessioned | 2023-11-04T09:38:22Z | |
| dc.date.available | 2021-02-18T07:35:27Z | |
| dc.date.available | 2023-11-04T09:38:22Z | |
| dc.date.issued | 2005-07 | |
| dc.description | In Partial Fulfillment of the Requirements of the Degree of Master of Business Administration | en_US |
| dc.description.abstract | The Commercial Bank of Ethiopia has been taking various change initiatives in the past. Despite the fact, there are no much visible successes in the eyes of outsiders. The objective of the project thus was to see the basic strategic change activities of the bank. Mainly, what specific strategic change measures have been taken, and how they were effectuated are the issues. This is measured by major changes in various operational and functional areas of the bank - such changes as change in strategic planning process, product pricing, market segmentation, technological change, and other major changes in functional areas are considered. These parameters are taken from two change proposals that the bank has implemented in the last ten years. To this end, data was taken from various sources. Recommendations of comprehensive audit project, strategic plans, annual performance reports and evaluations are among the major ones used to have data for the purpose. It has been further backed by interviewing of executives and other key staff in relation to implementation. The data has been presented in comparative way. The intended change, the bank's initiative to implement, the level of attainment as reported has been put in parallel in a tabular form and modular approach is used. The analysis of facts showed that the bank has made progress in certain areas but much more is left. Unaccomplished tasks are critical and strategic; and prove it has failed to sufficiently prioritize the intentions; and suffered from management capacity to do so. Such areas like IT, management capacitybuilding, slow decision process, and critical factors of intended change in functional areas has not been acted upon. Based on the findings, to focus in prioritizing, to enhancing change in IT, to refocus on the implementation process, to improve the decision process, to ensuring sustainability of changes, to build management capabilities through training and practical exposure elsewhere, to monitor and get feedback on implementation, to act on major change in HRM areas, are the main proposals forwarded for sound effectuation of strategic change. | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/25136 | |
| dc.language.iso | en | en_US |
| dc.publisher | A.A.U. | en_US |
| dc.subject | Effecting Strategic Change | en_US |
| dc.title | Effecting Strategic Change The Case of Commercial Bank of Ethiopia | en_US |
| dc.type | Thesis | en_US |