firm to perform a SWOT analysis in order to assess its current position in its industry. Citibank‚ like any other firm‚ has strengths‚ weakness‚ opportunities‚ and threats to consider in order to compose an effective plan for the future. Identifying the strengths of a company can give that company focus to know which areas it should continue to build on in order to pursue competitive advantages. Although Citibank has many strengths‚ its three major strengths are: diverse range of products‚ global reach
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decisions on about six key elements i.e. work specialization‚ departmentalization‚ and formalization etc. I’ve analyzed Citibank’s organizational structure according to these factors. Work Specialization is used to describe the degree to which activities in organizations are divided into separate jobs. This means that an entire task is not done by one individual but instead is broken down into jobs done by different people. In Citibank‚ tasks are divided into different jobs according to the requirements
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How does the Citibank budgeting process work? Is this a Participative process? Citibank applies two management processes to control its international branches: sovereign risk limits review and operating budget review. Its budgeting process is a bottom-up. Although it starts from the headquarters’ instructions which guide the timing‚ format and issues needed to be addressed‚ budgeting is not obliged to attain specific targets. The corporation’s long-term goals are shared. Some international branches
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Departmentalization is the process of grouping specialized jobs into logical units (Griffin‚ 2013). When deciding what departmentalization type is best for a company managers are faced with several decisions/dilemmas. The following should be considered: • The products they produce • Who their customers are • Where their customers are located Once the above considerations has been taken‚ a manager can then look at the advantages and disadvantages to the different types of departmentalization
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Organizational Structure & Departmentalizatio n Impress-Newtex Composite Textiles Ltd Company Profile Impress-Newtex Composite Textiles Limited • Name of the company: Impress-Newtex Composite Textiles Ltd (INCTL). • INCTL is jointly owned by the Impress Group(owns Channel-i too) and the Newtex Group‚ Impress having acquired controlling 5l% stake in the company In 2009‚ from the Newtex Group‚ the original sponsors that established the companies. Impress Group‚ a reputed and diversified group
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Policy and Purpose The purpose of the GTCC is to serve as the primary payment method for DoD personnel for official travel expenses incurred during TDYs and also allows access to the GSA City Pair Program. Military personnel who violate and misuse the travel card can be prosecuted under Article 92 of the Uniform Code of Military Justice (UCMJ) for failure to obey a lawful order or regulations‚ as well as any other applicable article of the UCMJ based on the nature of the misconduct involved. Civilian
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Case 6: CitiBank 1. On a social standpoint‚ CitiBank is faced with more of their customers expanding their businesses globally and becoming e-enabled. Hence‚ CitiBank had to adapt to this new social trend by shifting to e-space. For instance‚ sophisticated‚ corporate customers wanted to collect payments online and have access to more efficient Web-enabled financial processes. Politically‚ regulators who became more cautious about privacy issues and wanted banks to be able to quickly identify
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Case 1: Citibank Indonesia 1. Citibank’s budgeting process is based on a bottom-up method. It is not compromised of specific goals to be attained by individual operating units‚ but is composed for the corporation as a whole. Citibank was aiming for long-term goals‚ which call for profit growth of 12-15% per year‚ 1.25% return on assets‚ and 20% return on equity. These standards are set for the entire company‚ and individual sectors‚ such as international branches‚ usually set their own higher goals
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1. Analysis of Budget Process at Citibank Direction and control of Citibank’s international branches are conducted via two formal management processes. Each year‚ top management sets sovereign risk limits for its independent branches based on proposals by country managers. Country managers may choose to operate with self-imposed limits below this upper guideline. Following‚ there is the budget setting process‚ where headquarters only provides administrative guidelines but not specific targets‚ with
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October 04‚ 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
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