Türk ticari bankalarının örgüt yapıları ve Avrupa Birliğine geçiş süreci içerisindeki uyum çalışmaları
Başlık çevirisi mevcut değil.
- Tez No: 75351
- Danışmanlar: DOÇ. DR. İSMAİL HAKKI BİÇER
- Tez Türü: Yüksek Lisans
- Konular: Mühendislik Bilimleri, İşletme, Engineering Sciences, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: İşletme Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 166
Özet
ÖZET Temel amaçlan; mevduat ve kredi toplayarak karlılıklarını artırmak olan bankalar, ülkelerin geleceğinde çok önemli rol oynamaktadır. Günümüzde gelişmiş bir ekonomik yapıya sahip ülkelerin, güçlü bir bankacılık sistemine sahip oldukları görülmektedir. Organizasyon şemaları, bankalardaki örgütlenmenin boyutunu ve biçimini göstermede doğrudan etkilidir. Son yıllarda; Bankacılık piyasasında meydana gelen yeni gelişmeler ve teknolojik ilerlemeler sebebiyle bankalar yönetim ve organizasyon yapılarında değişiklik yapma ihtiyacı hissedilmiş ve bankalar bu değişiklikleri yaparken, müşterilerin ihtiyaçlarını ön planda tutmuşlardır. Bir bankanın örgüt yapısı; misyona, stratejiye, rakiplere ve bankanın kültürüne (Kurum Kültürü) bağlıdır. Türkiye ile Avrupa Bankacılık Sitemi temelde benzerlikler taşımasına karşılık bazı farklılıklara sahiptir. Avrupa Bankalarında; bölüm sayısı ve şubeleşme oranı daha düşük, Yönetim Kurulları ise daha etkindir. Avrupa bankacılık piyasasında bankalar; kamusal, özel ve yabancı sermayeli ticari bankalar, yerel bankalar, birim bankaları (şubesiz-unit banks), tasarruf bankaları, kooperatif bankaları, yatırım bankaları ve ihtisas bankaları olarak sınıflandırılmaktadır. Avrupa Birliği Ülkelerinden; Almanya, Fransa ve İngiltere, Avrupa Bankacılık sektöründe son derece önemli bir yere sahiptir. Bu ülkelerdeki perakendeci özelliğe sahip Evrensel bankalar büyük bir ağırlığa sahiptir. Bu çalışmada; Türkiye'deki ticari bankaların üst yöneticilerine Banka Yönetim Organizasyon Profili Anketi gönderilmiş ve anket araştırmasının sonucunda şu bulgular elde edilmiştir; Türk ticari bankalarının; büyük bir çoğunluğunda; görev, yetki ve sorumlulukların sınırı belirgindir ve bankaların büyük bir kısmında görev tanımlan işi tanımlamaktadır, banka ile ilgili tüm kararlar, kurumun amaçlanna uygun bir şekilde alınmaktadır, bankaların önemli bir kısmında yönetim kurulu sadece bir onay organıdır, üst yönetim ile komite, komisyon ve kurullar karar mekanizmasında; belirleyici bir rol oynamaktadır, bölge müdürlüklerinin nicelik ve nitelik bakımından yeterli, ancak büyük ölçüde merkeze bağımlı ve yeterince yetkiye sahip olmayan teşkilatlar olduğu görülmektedir, bankalar İnsan Kaynaklan Yönetimi'ne önem vermekle birlikte ücret dengesizliklerinden kaynaklanan bankalararası işgören sirkülasyonu da mevcuttur, banka içi denetim bankaların önemli bir kısmında halen bir cezalandırma aracı olarak kullanılmaktadır, planlama ve programlamayı pek çok bankada önemsenmemektedir, Avrupa Birliği'ne yakın bir gelecekteki entegrasyon pek çok banka tarafından kavranamamıştır, Türk bankalarının pek çoğu Ev Bankacılığına büyük önem vermektedir. Çalışma ile beraber ulaşılan sonuçlar, Türk Bankacılığının hizmet kalitesi ve ürün çeşitliliği bakımından Avrupa Bankacılık sistemine yakın olduğu, ancak etkin ve verimli bir örgüt yapısının bulunmadığı, İnsan Kaynaklarının gelişimine önem vermeyen, Toplam Kalite ve Verimlilik gibi işletmeler için hayati önem taşıyan yönetim tekniklerinden habersiz kalan bankaların gelecekte Avrupa Bankalar ile olan rekabet ortamında zorlanacağı tahmin edilmektedir Vll
Özet (Çeviri)
SUMMARY The banking industry which is among the oldest in the world has gained great importance with the technological development. Having completed their technological improvements human factor has also been added to the banks objectives and terminologies like“Personal Banking”, Account and/or Floor Attendant“ has entered the daily lives of the people. Banks play a very important role in forming the future of any country. It can easily be observed that countries with developed economic structures already possess a powerful banking system. Banks, like any commercial establishment, aim to increase their profitability. The main objectives of the banks are to increase their profitability by collecting deposits and extending loans. The establishment of the Turkish National Banking System in real terms coincides with the round about dates of the announcement of the Republic in Turkey. With the announcement of the Republic quite many national banks have entered service, however, among the banks established during the first few years of the Republic state banks have been in the majority. The period starting from the 1980's until today has been successful and full of developments as for as Turkish Banking is concerned. The 1980's in Turkey for the economy as a whole as well as far the Turkish Banking has been a period of restructuring, liberalisation of the system and opening to the outside world. Towards the end of the 1990's many new banks have been set up or up to then present banks have been acquired by large groups or holdings as the result of these groups being interested in the finance sector. Consequently, either the rights for the title of some of the public banks have been sold or they have been privatised in all together with their assets. During the last few years quite many private and foreign based banks have joined the Turkish Banking Industry. Before analysing the organisational structure of the commercial banks it would be necessary to mention some points about the term organisation in this study which has been influencing human life throughout the existence of human beings. Organisation is some means devised to realise the aims and objectives of the people. In other words, If the people realise that they can not achieve their targets on their own individually they feel the need to organise among themselves. The organisation in that sense is a coalition to serve their mutual needs. The organisations carry some specific characteristics like size, complexity, hierarchy, continuity and formality. The key factor of the differences between the banks operating in the markets is made up of a strategy being applied successfully and the organisational structure accepted. Even then it may seem that some organisation types are more suitable for some specific market sectors an organisation structure which is suited to the banks vmhistorical background and nature is used. The organisational structure differences between various banks may be taken as advantageous or disadvantageous in different cases. On the other hand the organisation chart of a bank is directly related to the size of the bank and shows the way of getting organised for its purpose. However, it would be wrong to assume that by looking at the organisation chart of a bank solely the organisational capability of that institution can fully be explained. Because, in actual fact, besides the formal relationships given on the organisation chart other forms of informal relationships are present. Since organisations are network systems made up of interrelations, any new introduction into the present system of an establishment should be in concordance with the organisation structure. For that reason, the organisation structure of a bank, like any other establishment, should harmonise with the main body of the bank. Commercial banks have been organised by forming organisational divisions based on their basic functions according to the banks management principles. Commercial banks have been divided into departments like institutional banking (banking transactions carried out for the large companies), individual/private banking, deposit accounts, loans/credits, international banking, correspondent banking, personnel and administrative departments. The departments in the commercial banks are also divided into two like the ”Executor“ units and the ”Support“ units, one which plays the role öf achieving the targets of the bank in the direct way, and the other in an indirect way. During the last few years due to the new developments and technological advances in the banking system the banks felt that they needed to make some changes in their management and organisation structures and while doing that they put the needs and the requirements of their clients as the determining factor. Commercial loans, commercial deposits and retail banking like many other services forgotten a long time ago were rediscovered by the banks almost like new. In our age the Delegation of Authority and Centralised Administration and Decentralised Administration which cannot be considered without the other are at the top of the topics discussed widely by the bank managers. As is the case with all the establishments where necessary the authority to decide should be delegated from top down to the lower levels also at the banks. It is not possible to keep the authority in one hand which is the right of the management people to ask their Staff to carry out certain tasks, since authority should be delegated to lower levels or units to make sure that the organisation realises its targets. Considering that in our day the banks function in many different areas it is clear that all the decisions need not and must not be taken by the top management. The fact that the delegation of authority at the banks can not be carried out in the proper way creates many problems for the banks. At the institutionalised establishments authority can be delegated independent from the individuals. Decentralised administrative style of management depends on the degree of the delegation of the authority. The style of management which will be formed will become a Central Management style, If the authority to decides collected in one centre. Quite many large banks in our days have entrusted their head-office units with the duty of developing new business approaches and new systems, but more important them that many authorities and responsibilities of the central administrative bodies are being delegated to branches and local bodies and new authorities and responsibilities are being added in addition to those mentioned. These changes have affected the structure of the organisation of the quite many large banks. IXAnother important comparison for the organisational capabilities of the banks is the planned organisational structure's ability to conform to the missions of the banks. The organisational structure for a bank depends on its mission, its strategy in the marketplace, it's competitors and general attitude of the bank as a whole (its Institutional Culture”). As a matter of fact an organisational structure which has proven to be effective for a bank in any one period of time might lose its effectiveness over the time. For this reason, it is necessary for the structure of the organisation of any bank to be stable to a sufficient level not to be changed very often but also to be sufficiently flexible to go along with the changing conditions of the marketplace throughout the time. Like in every organisation, also in the banks everybody plays a role, which combines his title and his duties. However, the roles at the banks as explained above may be assumed to be in many different ways, as the case studies carried out show us. The important point is that the roles to be played within the organisation must not be argued over with and that their definition must be clear and open. Having mentioned basic points for the organisation of a bank the organisation structures of Turkish Commercial Banks have been analysed and the following special features have been observed. The main body of the Turkish Commercial Bank can be observed under two sub-headings, mainly the“Top Level Decision Makers”and the“Executive Bodies”. The former is made up of the General Assembly, The Board of Directors, The Credit Committee and The Financial Controller (The Internal Auditor). For the latter, the operations of a commercial bank are carried which is done by the mediation of a branch is called“Branch Banking”. The branches which are parts of the banks apply the decisions taken by the banks at the places where they are set up. The possibility to open up a branch at a location depends on the demand of the local clients for such a branch and the permission to be given by official authorities. If any bank does not set up a branch at a location with the economic potential where potential clients are present then it means that it is prepared to lose a potential income of the future. When classifying the banks criteria like the capital structure, total assets-number of branches, number of branches target segment of clients, the validity term of the transactions and the amount the loans extended play an important effect. Within the boundaries of these criteria the banks are classified in three groups depending on whether the majority shareholder is public owned, private or foreign company. The banks are separated into two groups like“Commercial”and“Deposit/Savings”banks depending on the date of maturity of their transactions. The banks are also considered in two separate groups depending on the loans/credits extended, namely“The Investment Banks”and“Consumer Banks”. Small deposit holders, users of the consumer credits and little shopkeepers use the banks which specialise in“Retail Banking”. The banks which operationally are quite the opposite to the above mentioned are specialised in Corporate Banking and have identified the commercial establishments as their target market and these types of banks are called“Wholesale Banks”. The most apparent feature of the Retail Banks is that their branch network is widely spread and thus they are able to serve a wider range of customers. The banks concentrating on“Wholesale Banking”are more active in the money markets and operate in the international markets as far as their financial strength allows. The organisation charts of these banks are rather simple and are divided into fewer departments.In the fourth section of the study the banking in Europe has been analysed and those features which are different than the Turkish Banking System has been laid out. The people of the countries of Europe which has been a continent where many bloody conflicts have taken place throughout the centuries have decided to concentrate their economic powers under one roof and created the European Union which is a large civilisation project. Turkey as the result of its geographical location and its mutual relationships with those countries forming the Union stated it's desire to be part of this Union. While setting up the European Union it has been aimed to form“A Single Rainbow”made up of many different colours. Consequently, it has been desired that all the economies, the bodies, the institutions, even the commercial establishments of the private sector within the Union of Europe function in conformity with each other like the many gears of a machinery. In this connection it has been targeted to put the banking system of one country in the Union in line with the other as is the aim for the other sectors of the economies. Organisation makes up the back bone of any establishment. For this reason the European Banks to eliminate the irregularities among themselves have reorganised their structures and have scrutinised their organisational structures under the knowledge of new developments. In this part of the study the organisational structures of the commercial banking system have been analysed which play an important role in the economic struggle of the countries. The finance sector in the countries of he European Union have entered into some bind of deregulatory engagements to achieve the full integration of their financial systems. The basic aim of these arrangements is to obtain a system where bank operations can be carried out without bureaucratic obstacles between the countries and where free competition among the banks can be attained. Together with the European Single Contract effective in 1987 the free flow of the people, services, goods and capital between the member countries has been the major goal. The creation of the European Single Market by the year 1992 has also been among the targets aimed at. Together with the signing of the Maastricht Agreement, it has been aimed to support the Economic and Monetary Union with the Political Union and to establish the unity of Europe in the final stage. According to the Agreement the Economic and Monetary Union will be realised in three stages. The European Union intends to allow the banks to operate freely in the member countries and to eliminate some differences between the banks which might come to light in the aftermath of the Economic and Monetary Union. The basic aim of the harmonisation is to achieve free flow of banking services among the member countries and to achieve free competition conditions and the related harmonisation among the banks which are known to be credit institutions. There are many finance organisations in many different forms which function in the member countries of the European Union. In fact the majority of the establishment which under normal circumstances can be called banks are titled“Credit Institutions”to show uniformity among the member countries. These financial institutions which are also called the credit institutions are establishments which accept deposits, makes these funds obtained in form of deposits available to the public institutions and to the consumers in form of loans and provides services related to capital transactions and other services like insurance. The banks in the European Banking System are grouped as public, private and foreign owned commercial banks, local banks, unit banks (branchless bank), savings banks, cooperative banks, investment banks and specialised banks. If the European and Turkish banks are compared by the number of the branches, by the number of employees, by the number of total banks, by the XItotal assets, by the total amount of deposits and the total amount of loans extended then it can clearly be observed that the Turkish banks have not reached the European average, however, are close to the average figures of some of the member countries of the European Union. It can also be observed that the number of branches per bank have been developing parallel to the developments in the economy and the financial markets and that together with the developments of the finance sector the number of the bank branches are getting less but on the other hand the number of the banks are increasing. It can easily be seen that the banks in the countries where the banks have completed their technological development possess lesser number of branches. In countries like those local banks and banks with fewer number of branches play rather an important part in the finance sector. The finance sector in Germany has been one of the most important factors in the high development of the economy in Germany. Some of the apparently obvious features of the German Banking System are the functioning of the banking system to a nearly perfect level, the stability of the system and the fact that it has not changed too much over the years and the close relationship that the banks have established with their clients. When analysing the banks which carry out Universal Banking activities in Germany the“Three Big”, that is Deutsche Bank, Dresdner Bank and Commerzbank play rather an important role in the commercial banking system. These banks provide services countrywide with a wide range of branch network. France, on the other hand, represents a different school of banking and mentality among the countries within the European Union. In France, one of the leading countries in Europe, like in many other fields the banking system has a different structure than the banking systems in the other European Countries. Although the economic policies of the other Western Countries are pursued to the same degree in France public banks carry an important weight in the French economy and consequently in the banking system of France. The state in France, directly or indirectly play a major role in the banking system. In UK, a banking style called“Free System”is in control of the banking system where restructuring/reorganisation is carried out by the market itself. This type of banking is quite different than the banking in France and in Germany. In this way the state does not intervene in the banking system and free competition in the full meaning applies in the marketplace. The automatic control mechanism of the German Banking System cannot be observed very often in the British System. Reorganisations, mergers or acquisitions are the widely used elements in this direction. The British Banking Industry is quite open to international competition as well. UK is where the banking industry is most dynamic among the other member countries of the European Union. The Turkish Banking Industry has taken rather important steps forward in a way parallel to the economic development of the country. Thanks to the lifting of the restrictions on the operations of the banks and the opening up of the economy to international competition the Turkish Banking System, especially during the 1980's, has reached a level sufficiently developed to be able to compete with the other banks in the world. Within the scope of the liberalisation movements carried out in the banking system it has been made very easy to establish new banks and consequently new banks, local or foreign, entered the marketplace in Turkey. Officially, the banks in Turkey are put under two separate headings, as“Commercial Banks”and“Development and Investment Banks”. Based on their capital structures the commercial banks can be studied in three separate sections; Publicly Owned XllCommercial Banks, Privately Owned Commercial Banks and Foreign Capital Commercial Banks. Turkey has taken a series of some regulatory steps and amendments to be able to integrate it's banking system into the system of the European Union and the World starting from the beginning of the 1980's. To be able to eliminate the harmonisation problems with the banking system of the EU the Decree Law number 538 has been put into effect in 1994. In the 6th and 7th Chapters of this study which are related to the application of the decisions taken and the actual functioning of the system a study profile on the Bank Management-Organisation relationship has been carried out to analyse the organisational structures of the commercial banks which are active in Turkey, to propose suggestions to eliminate any likely organisational problems, to determine different points of views of the banks on the Union with Europe before it takes effect and to determine the changes to be carried out necessary for the harmonisation with the European Union. At the end of an opinion poll study carried out the following points have been determined:. Organisational changes happen as the result of the banks needs and the changes reflect truly the actual structure of the banks. The organisational structures of the banks must be difficult to change to the degree of shedding light into the future, however, must also be flexible enough to be subjected to change at any one moment.. Currently still at some of the banks organisational changes occur at the request of the individual persons.. Any development in the organisational structure creates an important effect on the operations of most of the banks.. In the institutionalised banks organisational changes occur not in line with the needs of certain individuals but according to the requirements of the institutions due to the economic and technological development needs.. At most of the Turkish commercial banks the duties, authorities and responsibilities are clearly defined and the definitions of the jobs are prepared accordingly. At the establishments for every job title the determination of the limits of duty, authority and responsibility and the sufficient definition of the job means that“everybody knows as to who would do what and how”.. At the Turkish banks there are still some difficulties in defining the separate divisions of the bank. The important point here is that the current operations of the bank are exactly reflected in the organisation chart.. At the Turkish commercial banks all the decisions taken in relation to the bank are taken in relation to the bank are taken according to the needs of the institution. This result carries an important case as far as institutionalisation of the establishments are concerned. Because any decisions taken in a way which is contrary to the aims, targets and policies of the institution will cause the bank to break away from it's institutional values.. At an important majority of the banks the Board of Directors are just an endorsement body. This result strengthens the probability that the Board of Directors are made up of people who work as managers full time at the bank or the Directors at the Board are with little experience in banking.. Another discovery of the poll is that the members of the Board of Directors do not change very often.. For the top level decisions makers of the Turkish banks committees, groups and boards play a determining role. xuiFor the changes to be effective at all levels of the organisations it is necessary that the changes start at the top spreading down to the bottom as far as organisations at the Turkish Banks are concerned. The organisational changes should not only concern the changes in the job titles and organisation structure but also in the mentality of the bank management. Although the bank managers are keen on the delegation of power, the decision making and the management mechanism are collected in the hands of the top level executives at most of the banks. As explained in the previous sections, in Turkey at most of the banks which function with fewer branches and are of the wholesale banking group there are no area organisations. It is observed that for most of the banks the area management bodies are satisfactory for quantitative and qualitative reasons, however, are for the most part dependent on the head office and are not sufficiently equipped with authority. Under the current status the commercial banks in Turkey are of a highly centralised structure and do not pay the attention needed to the area management bodies. Lately in Turkey the concept of“Human Resource”have become one of the most important topics. For the large majority of the Turkish bank managers“Human Resources Management”is an extremely important concept. The banks pay a lot of attention to the development of Human Resources and consequently it has been proved that the banks have been applying in house training widely for their own employees. Turkish bank find their human resources qualitatively sufficient, but still banks carry on with their studies to improve and enrich their human resources. At most of the commercial banks in Turkey one or more of the activities like job simplification, job enrichment and measurement of performances are being carried out. Appointments and promotions at the banks are generally being realised to the satisfaction of the employees. The fact that the Work Power Turnover Rates (WPTR) at an important portion of the banks are high shows that there is a circulation of personnel which stems especially from the differences of wages between the banks. The way to eliminate the negative effects of the high rate of WPTR and the imbalances of wages between the banks is to use a system which basically is“Payment According to Performance ”. Internal control mechanism in Turkey is still being used as a tool for punishment at an important section of the banks. Some of the bank managers do not trust in the auto-control system carried out by the employee himself and use the traditional methods of control. Especially at the banks which do not use performance management systems and do not utilise the techniques of motivation it cannot be argued that the auto-control mechanisms have been developed. Because specifically wage dissatisfaction and unfair promotion systems negatively effect the motivation of the employees. Although the Turkish banks pay a lot of importance to planning at more than half of the banks not much is being allocated in the budget for planning activities. It is thought that in the Turkish Banking System there are banks which still consider planning and programming a time wasting and cost effective activity. Turkey which has entered into a partial integration period with the European Union as the result of the Customs Union will be in competition with the xivEuropean Companies not only in the fields of agricultural and industrial production, but also in other areas as the result of the above mentioned integration process being extended to areas like services and free movement of people. Naturally since the banks are part of the service industry they should be prepared for such competition. After the completion the integration process, the Turkish banks which will find themselves in the position of having to follow the same regulations and legal arrangements as the European Banks will increase the quality of services they have been offering and will start investing in the systems which will increase the speed of the services being made available. In this connection, as the result of the efforts in the research and development areas banks capable of introducing new banking products will be one step ahead of the other banks of the competition. Turkish banks do not either believe that membership of Turkey to the EU will eventually become a fact in the aftermath of the Customs Union with the EU or they do not attach importance to the Customs Union. Another outcome of this study has been that the banks do not consider the Agreement for Customs Union as the beginning of an era which will lead to full integration. A structure which will be formed by following the examples of the banking systems in the European Countries may bring competitive advantages to the Turkish Banks in the case of a likely full integration with the EU as well as in the case of any integration with the other individual countries. Banks in our day have chosen to offer the services they have been rendering with lesser human involvement and with more technology. Services like internet banking, home banking which are heavily relying on the use of technology have brought about its natural consequence like the reduction in the number of branches of the banks. Also as the result of the importance being attached to the research and development activities for the banking industry it can be expected that new banking products and services may be added to the already existing products and services like telephone banking, internet banking, smart cards etc. During the last years one of the concepts which enters the agenda of the establishments has been the“Quality”concept. The service sector like banking are closely interested in the concept of the quality. Because, the quality of every banking service must carry the same standards according to the concept of the Total Quality Management, and it is also necessary for a bank which can provide this standard to be structured under the same standards. By the use of Total Quality Management customer satisfaction is being aimed at. The probability to provide profit maximisation and an increase in the market share by achieving customer satisfaction is large XV
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