Organization of work in a Bank

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1. Introduction

1.1 General information about Asya Participation Bank http: //www. bankasya. com. tr/en/about_us/head_office. jsp

http: //www. bankasya. com. tr/en/about_us/history. jsp

Bank Asya was established in October 24, 1996 with its head office in Istanbul, as the sixth private finance house of Turkey. The company’s name, which had been previously «Asya Finans Kurumu Anonim Sirketi» (Asya Finance Incorporated Company), was changed into «Asya Katilim Bankasi Anonim Sirketi» (Asya Participation Bank Inc.) on December 20, 2005. Bank Asya offers a range of products meeting all needs and demands of its customers for retail, commercial and corporate banking and maintains 157 branches, 2 national and 1000 foreign correspondent banks.

Bank Asya, initial capital of which is 2 million TL and current paid up capital is 900 million TL, has a multi-partnered structure based on domestic capital consisting of 244 shareholders except for the publicly held part as of the end of 2008.

Main objective of Bank Asya, which accepts supporting production by complying with the requirements of interest-free banking as the foundation principle, is to spread interest-free finance system to larger masses by using the latest opportunities of technology in accordance with customer-oriented service mentality.

Bank Asya, the first private finance house having ISO 9001 Quality Management System Certification, is in service with its organization and wide range of products meeting all needs and demands of its customers for retail, commercial and corporate banking.

Besides traditional distribution channels, namely branches, Bank Asya aims at offering uninterrupted, rapid and effective service via Online Banking, Alo Asya Telephone Banking, ATM and POS stations.

Bank Asya accepts the two basic approaches below as the requirement of gaining targeted market share and works to achieve them:

· To develop products of interest-free banking and bringing out new alternative products.

· To adapt the products used effectively in banking to interest-free banking system.

In 1996 — Bank Asya is established on October 10th, 1996 in Istanbul. The main branch in Altunizade is opened. In 1998 — Bank Asya begins its credit card operations. An online correspondent relationship goes into effect with all of Yap? Kredi Bank’s branches. The Sultanhamam branch is opened. In 1999 — Bank Asya was subject to the Turkish Banking. In 2000 — Internet Banking services become available. In 2000 — Private Finance Houses Private Current and Savings Accounts Safety Fund Regulation came into operation on September 18th; Installment credit cards were launched. In 2003 — The Ministry of Finance authorizes Private Finance Houses to collect tax payments. Collections commence from online PTT branches; Bank Asya a principal member of VISA International as of October 24th. In 2004- As of January 9th, retail customers, and as of March 17th, corporate customers are able to acquire assistance through Alo Asya call center (444 4 888); Changes take place in the organizational structure of our Head Offices. This results in 24 departments working to give our clients the best customer service possible. In 2005 — Website along with our internet banking branch is renovated; Asya Bank signs agreement with Mastercard; Smart Chip card production begins; Bank Asya increases its paid-up capital from TL 120 million to TL 240 million. In 2006 — «Asya Finans Kurumu Anonim Sirket» is now known as «Asya Kat? l?m Bankas? Anonim Sirketi»; After being publicly traded in May 2006, Bank Asya’s current paid-up capital is increased 60 Million TL to 300 Million TL; Since 05. 2006, Bank Asya stocks are publicly traded by ASYAB code name on the Istanbul Stock Exchange. In 2007-Asya Banks' shares were included in the ISE-30 Index in January 2007; The new Head Office building began operations in Umraniye on October 1. In 2008- Bank Asya became the name sponsor of Turkish Football Federation’s ague 1; The Head Office organization was further developed with Head Office units rising to 40; Europe’s most extensive contact less credit card, AsyaCard DIT and Turkey’s first prepaid bank card, AsyaPratic DIT were introduced to the public; Paid-in capital increased to TRY 900 million. In 2009 Bank Asya was displayed the bank having the most effective performance in «Top 1000 World Banks» list of world-known financial magazine, The Banker. AsyaCard DIT was awarded for «the Best Cash Displacement Initiative» at «Visa Europe Member Awards» and «the Best New Credit Card Product Launch» at Cards& Payments Awards. The first contactless prepaid bank card of Turkey, DIT Pratik, ranked first in 2009 category. Reaching 22,2% profit rate Bank Asya has become the most profitable interest — free bank of Turkey for last three years. Number of branches has increased to 158. In 2010- DIT Pratik Card was named «The Best Mastercard Paypass Prepaid Banking Product in Turkey» by Mastercard. Bank Asya branches joined MoneyGram service network to enable international money transfers. AsyaCard received the «Consumer Quality Award» at the 23rd International Consumer Summit. Bank Asya signed an agreement with the Turkish Football Federation to extend its name sponsorship of the 1st League until 2014. The number of branches has reached to 175. In 2011-Bank Asya received Usury Syndication over 300 million USD dollar with the participation of 26 banks. The first activity of student development program of Bank Asya, Development Base (Gelisim Ussu) which was announced with «Pilot Your Own Career!», was held with the participation of university students in April in Istanbul, Polonezkoy. Bank Asya was chosen the Best Commercial Bank of Turkey in 2011 by World Finance within the scope of the awards given to successful institutions in finance and business world every year. The number of branches has increased to 192.

2. Main Part http: //www. bankasya. com. tr/en/about_us/capital_and_shareholder_structure. jsp

2.1 Asya Participation Bank

2.1.1 Capital and Shareholder Structure

Bank Asya establishment capital consisted of TL 2 Million, and current paid-up capital is TL 900 Million.

This domestic capital is distributed among an ownership that consists of many shareholders (253), excluding publicly listed shareholders.

Shareholder

Amount (TL)

Share (%)

Ortadogu Tekstil Tic. San. A.S.

37. 992. 480

4,22

Osman Can Pehlivan

29. 076. 000

3,23

Forum Insaat Dekorasyon Turizm San. ve Tic. A.S.

22. 565. 059

2,51

Birim Birlesik Insaatc? l?k Mumessillik San. ve Tic. A.S.

21. 630. 000

2,40

Abdulkadir Konukoglu

20. 088. 000

2,23

Others

302. 918. 469

33,66

Publicly Listed

465. 729. 992

51,75

TOTAL

900. 000. 000

100,00

As of 30. June. 2010

2.1.2 Affiliates and subsidiaries

Company Name

Affiliated Company/ Subsidiary

Field of Activity

Paid-up Capital

Ownership (%)

Tuna Gayrimenkul Yat? r?m Ortaklg? A.S.

Subsidiary

Real Estate and Project Development

100. 000. 000 TL

22,94

Nil Yonetim Hizmetleri Emlak Tuzum San. ve Tic. A.S.

Subsidiary

Tourism and Accommodation

55. 500. 000 TL

99,93

Is?k Sigorta A.S.

Subsidiary

Insurance

40. 000. 000 TL

65,42

Asya Kart Teknoloj? Hizmetleri A. S

Subsidiary

All Types of ChipCards and Magnetic/Optic Reader Card System

50. 000 TL

99,50

Asyaf?n Sigorta Arac? l?k Hizmetleri LTD. STI

Subsidiary

Insurance Intermediary Services

10. 000 TL

95

Yeni Magaz? c?l?k A. S

Affiliated Company

Retail Store

90. 000. 000 TL

21,84

Landmark Supply Holding

Affiliated Company

Retail Store

22. 565. 000 TL

21,84

Kredi Garanti Fonu A. S

Affiliated Company

Fund Allocation Management for SMEs Loan Guarantee Purposes

240. 000. 000

1,66

Tamweel Africa Holding SA

Affiliated Company

Financial Services

26. 109. 798 EUR

40

2.1.3 Rating http: //www. bankasya. com. tr/_pdf/faaliyet_raporlari/interaktif/en/m-1−3. html

The leader of participation banking…

During 2009 Bank Asya sustained both its growth and its profitability in line with its identified targets thanks to its solid capital base and to its evenhanded balance sheet structure. Bank Asya remained the leader of participation banks in Turkey in 2009 in terms of total assets, total loans, non-cash loans, deposits, and net profit. It registered above sector average growth as measured by total assets, total loans, and total deposits. (see diagram Appendix1)

2.1.4 Mission http: //www. bankasya. com. tr/_pdf/faaliyet_raporlari/interaktif/en/m-1−1. html

To develop and provide modern banking services with interest free banking principles, and meet customers needs and expectations with bank’s «different expectations require different solutions» approach, and to provide return for shareholders and benefit the Turkish Economy.

2.1.5 Vision

To be an active, respectful, and trustworthy bank that provides customer service in line with worldwide standards.

2.1.6 Bank Asya’s Objectives

To be one of the leading interest-free banks. (According to 2008 results it ranked 520th in terms of shareholders' equity.)

To be the bank with the highest brand value in Turkey.

To rank in the forefront of companies where highly qualified professionals would strive to work.

To increase its market share.

To be a bank that pioneers innovations in its sector.

To sustain the support of social responsibility projects such as social activities and sports.

bank offering service

2.1.7 Corporate Profile http: //www. bankasya. com. tr/_pdf/faaliyet_raporlari/interaktif/en/m-1−2. html

Having commenced activities in 1996 as «Asya Finans», Turkey’s sixth private finance house, Bank Asya has since then achieved a strong and respected position as the banking industry’s fastest-growing actor even though it is the sector’s newest participation bank entry. In 2009 Bank Asya’s «AsyaCard DIT» product received both the «Best Cash Displacement Initiative» award in the «Visa Europe Best Card & Payment Sector Awards» and the Cards & Payments Organization’s «Best New Credit Card Product Launch» award. Bank Asya is firmly committed to a strategy of sound and sustainable growth, which it has made an integral part of its corporate structure. As the first participation bank in Turkey to go public in order to establish a solid and broad capital base, Bank Asya launched a 23% initial public offering in 2006. As of end-2009, 50. 9% of the bank’s capital was publicly held. Supported by a multi-shareholder, domestically-financed capital structure, Bank Asya increased its paid-in capital to TRY 900 million in 2008. Bank Asya continuously develops its product and service lineup in order to meet the changing needs and expectations of its customers with a proactive approach in the retail banking, commercial banking, corporate banking, and enterprise banking business lines. As the first participation bank in Turkey to be awarded ISO 9001: 2000 Quality Management System certification, Bank Asya seeks to reinforce its market share by making an ever greater effort to:

Develop interest-free banking products and come up with new derivative products in this field. Adapt widely used banking products into the interest-free banking system. In keeping with its principle of investing in the future, Bank Asya invests both in people and in technology. It deploys advanced technology in order to continuously strengthen the momentum of its own growth by supporting youthful, dynamic, and development-focused human resources who identify with its corporate values. Having expanded the scope of its delivery network through investments in technological infrastructure and alternative distribution channels in addition to its 158 branches, Bank Asya has been particularly successful in gaining increasingly more frequent recognition in recent years for the innovative payment system products that it has introduced. AsyaCard DIT (Europe's most advanced contactless credit card) and DIT Pratik (Turkey's first prepaid contactless bank card), both of which have been made available for the use of the bank’s customers, are but two examples of how Bank Asya continues to distinguish itself in the market. Bank Asya regards social involvement as an aspect of being a productive and profitable bank whose importance goes beyond the purely economic and financial dimensions. For this reason, it defines its strategic goals out of its awareness that its own sustainability can only be achieved by creating more value for all of its stakeholders.

2.1.8 SWOT Analysis

Strengths:

Strength ratings despite of last years crises.

Small number of competitors in Islamic Banking Sector

Their leading position in the industry, with respect to their market shares of assets, loans and deposits.

Its branches located in every big and small cities of Turkey.

Enough customer base because 96,8% of population of Turkey is Muslims

Weaknesses:

Strong competitor: Turkey Finance Participation Bank.

Low amount of foreign customers due to acknowledgement and distrust to Islamic Banking.

Opportunities:

The availability of modern telecommunication systems and technology will facilitate the improvement and strengthening of the Bank’s international business and ATM services, and the development of new services, such as telephone banking or on-line banking.

The increased access to computers by customers will allow the bank to reach more target groups through electronic communication.

Due to recovering of whole economy from the last years crises there is a good chance to take a strong position in banking sector, because overall economic activity will probably increase in country.

Threats:

The profit of the bank and its market position can be influenced due to increasing number of international banks.

Some customers prefer to do business with competitors because «Asya Bank» is Government owned and political interference or changes often affect their confidence.

Bank is unable to attract certain customers because it is Government owned and there is the perception that their account information could be opened to the Government and its agencies.

2.1.9 Organizational Structure http: //www. bankasya. com. tr/en/about_us/board_of_directors. jsp

Organizational structure of Bank Asya refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger banks like Bank Asya organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. (see figure Appendix 2)

Board of directors: Appendix

Behcet AKYAR Chairman of the Board of Directors

Salih SARIGULDeputy of the Board of Directors

Tacettin NEGIS Board Member

Ahmet CELIK Board Member

Abdullah CELIK Board Memb

Ismail Erol ISBILEN Board Member

Hulagu OZCAN Board Member

Supervisory Board

Ali AKBULUTAuditor

At?f BILGINAuditor

Irfan HACIOSMANOGLU Auditor

2.2 Human Recourse Management http: //www. bankasya. com. tr/en/human_resources/index. jsp

Ever since its establishment in 1996, Bank Asya has aimed to be one of the leaders in the financial sector. These aims have always been a part of our mission and vision when we look to the future. Bank Asya acts with the knowledge that our employees are our most important component. With a considerably low average age, yet significant banking experience, most of our employees are college graduates. Like other organizations operating in the finance sector, Bank Asya is aware that only by maintaining a qualified, strong and capable workforce will it then be able to open the doors for success, growth, and stability. As well as training our own supervisors and assistants, Bank Asya provides employment to those with prior work experience in the finance sector. The goal of our Human Resources Department is to find prospective employees that are thinking about a career in professional banking, are tolerant and dynamic, and are looking to develop as both individuals and employees. In doing so, the Human Resources Department wishes to not only benefit our organization, but the banking sector in Turkey in general. All our employees are very valuable to us and no investment made will go unreturned.

The basic purpose of the Human Resources Department is to maintain a high caliber of personnel in all positions. Employees must be able to understand customers' needs and empathize with their feelings. Communication is essential to customer relations and this is one of the key attributes that applicants must demonstrate. The fundamental principles of Human Resources policy are the following:

· Planning for the quality and quantity of personnel, and the hiring of personnel that meet job and workplace requirements

· To maintain employee output and effectiveness at the highest levels

· To have an effective education plan for the career development of personnel

· To keep employees at all levels motivated

· To protect and further develop employees' rights

· To ensure human rights and enable employees to work alongside and be in contact with their superiors

· To provide an environment of open communication.

· To give all employees equal support in their career planning and provide for their career, individual, and social development.

Hiring procedures

All applicants for open positions at Bank Asya must meet the following requirements.

· Must be a citizen of Turkey or have a valid work permit

· Must be at least 18 years of age

· Must not have any restrictions preventing the candidate from working in the public sector.

· Must be of good moral standing (no heavy imprisonment, more than 6 months jail time, bribery, thievery, fraud, forgery, etc.)

· Must not have any outstanding mandatory obligations toward any establishment.

· Must not have any physical or mental disabilities that would prevent the employee from completing his/her duties.

· Male candidates must have completed their military services.

· Must demonstrate skills on possible written and oral exams.

Hiring process

As the need for new personnel arises, ads will be placed in the classified section of various newspapers and internet sites. By continuously monitoring these information outlets, prospective employees can view job opportunities and fill out job applications. Candidates who meet the stated requirements are invited to participate in the following processes:

For Experienced Candidates

Candidates that have experience in the banking and/or Participation Bank sector may apply online at www. bankasya. com. tr or www. kariyer. net Application forms for the corresponding open positions should be completed in full. All applications that are completed either on our site or www. kariyer. net are automatically stored on our Curriculum Vitae server and can only be viewed by authorized Human Resources personnel. Applicants with CVs that meet the criteria of our bank’s open positions will be invited to our main office for an interview. Candidates will first meet with our Human Resources department and if conditions are met, they will be asked to have a meeting with the head of the department. After this stage, candidates that have qualified for employment will receive a written offer of «employment» from the Human Resources department, stating their title and social rights.

2.3 Organization Behavior http: //www. bankasya. com. tr/_pdf/faaliyet_raporlari/interaktif/en/m-1−3. html

Ethical Principles For BankAsya

Ethics' is a collection of measurements that inquire into the values, norms and rules that form the essentials of the individual and social relations established by people from the moral aspect of right-wrong or good-bad. While the professional ethics regulates the relations of the individuals that form a professional group among themselves and between them and the society, the organizational ethics defines the inner-organizational culture in the solution of problems originating from the inside and outside of the organization by means of certain rules. The fact that Banks that realize the functions of investments and savings by playing an integrative and intermediary role between the parties in society that supply funds and demand funds respectively also aim the principles of profitability and productivity stipulates the requirement that they have to work in accordance with the Ethical Principles in the professional and organizational fields. Setting off from the expansion of the Banking system, the improvement of the quality of banking services, the optimal use of sources, the prevention of the unjustified competition between Banks, Banks are to regulate their relations not only among themselves but also with the other institutions and customers and shareholders and employees in concordance with the Ethical Principles.

2.4 Risk Management http: //www. bankasya. com. tr/_pdf/faaliyet_raporlari/interaktif/en/m-1−5. html

Bank Asya’s Growth Strategy

Bank Asya successfully reflected its growth strategy in its 2009 results through the implementation of its insightful processes and practices. Bank Asya shapes its strategies around the underlying goal of being one of the most important brands in the participation banking business line not just in Turkey but throughout the world. Acting in line with the principles of sustainable growth whose aim is to achieve this underlying goal, the bank focuses on creating more value not just for the economy but for society as a whole. Bank Asya is committed to being a model bank along all three axes of quality, productivity, and profitability. It invests in both technology and people in order to make its proactive, customer-focused service philosophy a reality in all aspects. Bank Asya is a transparent bank which continuously improves its processes and systems in line with the requirements of the day and which embodies the very best of corporate governance principles and practices. (see figureAppendix 3)

Bank Asya’s Competitive Advantages (see figure Appendix 4)

Leader among participation banks as measured by total assets, deposits, loans, and profitability

Experienced in crisis management

Qualified young staff

Customers trust Bank Asya

Dynamic, growing structure

Fast and efficient technology deployment

Leader in innovation

Strong team spirit and sense of identity throughout the bank

Bank Asya’s Strategic Orientation in 2010−2014

Trustworthiness, stable growth, effective risk management, business continuity, and productivity are Bank Asya’s top strategic priorities. Having clearly and explicitly defined its objectives in line with its corporate vision, Bank Asya groups its strategies to achieve those objectives under four main headings:

Financial

Operational excellence

Stakeholders

Personnel & progression

In the same way, Bank Asya has laid out a five-year roadmap whose course is defined by these strategies.

2.5 Internship in Asia Partnership Bank

I started my practice in Asya Participation Bank Inc. on 4th of July. A Human Resourse Management Department sent me to the «Department of Banking Cards and Payments Marketing System». The day started with introduction to banking system in Turkey and acquiring general information about Asya Bank. Also I had an interview with Emrah Guler, head of department. The Banking Cards and Payments Marketing System Department employees work with other branches and directly with customers. This department have a lot of types of Credit Cards DIT Cards, Business Cards, Nakit Cards etc and their cards have different features and advantages (Classic, Gold, Platinum). In those times when I was internship in this department Supervisor Tuba Kara briefly explained to me about main features of Bank Asya Credit cards. With its 1.8 million credit cards, Bank Asya is, again, the leading participation Bank in Turkey. With its high tech credit card «AsyaCard DIT» got 3 awards:

— Active Academy 6. International Finance Summit «Retail Banking» Award

— Visa Europe Member Awards «The Best Cash Displacement Innotative»

— Cards& Payments Europe Awards «Best New Credit Card Product Lunch"(see figure Appendix 5)

The department consist of 7 sectors and I practiced in different sectors for 1 weeks. In each sector there was a supervisor who introduced the staff and shortly tell about the duties of each employee and sector as whole.

In second week I was in Department of Banking Service. My supervisor was Ferit Yildirim. He sent me to a «Production Management sector».

At this sector I was an assistant of Sibel Atabey, one of employees of this department who was responsible for following requests:

— check request for depository account

— «Asya Assistance Card» cancelation request.

— request to close the account from branches

— check request for account with empty checks

— defining of lost checks

— defining of checks

— cancelation of checks

— consulting — info request

— requests from tax authorities

— download of salary files

— automatic payment

Next 2 days I was in Customer Data Resource sector. In this department my supervisor was Jemile Yildiz Agkavak. She shortly explained me responsibility of employees of this sector. They do not work with direct customer or branches. Their duties are to answer the request of Treatment Recourse Management Department and other sectors, download the data into a «DAS system». DAS- is a type of computer program, where all information about customers' documents such as copy of IDs are kept.

In last week I was in Accounting Department. In this department my supervisor Hakan Ozel shortly explained to me about their main jobs. These department deals with expenses of personals of Bank Asya. Personals send their checks to accounting department after that accounting officers make monitors. When they spend? Where they spent these money. If personals spend their money in order to go to the client and explain something about for example a new type of credit cards or use taxi all of these expenses pays accounting officers. And also accounting officers pays medical expenses of their employees in limited money.

3. Conclusion

3.1 My objectives and learnings

My summer practice was different from others', because I had a chance not only practice abroad and also in different enterprises. Before starting I was very excited and worried about lack of experience, my knowledge and skills.

But after 2 days in Bank Asya I understood that knowledge that I get in university during the clases such as «Marketing», «Fundamentals of Financial Management», etc. is enough to be the employee of BankAsya or any Banks branches. All topics that we passed during 3 week training program was very nice.

Summer practice passed in Asya Bank it gave me a good understanding of banking sector of Turkey. Banking system in the world is quite similar and they all use the world standards. It took several days to understand main principles of banking system. Asya Bank is a big bank with big ambitions. The bankexisting for 14 years and has an interesting history. They have many branches in all cities of country. They agree that banking sector of Turkey can be better. That is why they support research and development, technological innovation programs.

My summer internship showed me my strengths and weaknesses in knowledge. Using this knowledge properly is very important in our future career. My objective was to find ability of using my current knowledge efficiently. Although I was just an assistant, a good understating of all given tasks was a small surprise for my supervisors in bank. I have learned a lot of things about banking system, but the important one is experience.

My summer internship showed me what kind of knowledge I am lack off and what I am not. Using this knowledge properly is very important in our future career, and in the future of our country. My objective was to find ability of using my current knowledge efficiently. So, I hope that everything that I learned in my summer internship will be useful for my future.

4. References

4. 1The list of used sources

1. http: //www. bankasya. com. tr/en/about_us/head_office. jsp

2. http: //www. bankasya. com. tr/en/about_us/history. jsp

3. www. bankasya. com. tr/en/about_us/subsidiaries_and_affiliated_companies. jsp

4. http: //www. bankasya. com. tr/_pdf/faaliyet_raporlari

5. http: //en. wikipedia. org/wiki/BankAsya

6. www. bankasya. com. tr/en/about_us/capital_and_shareholder_structure. jsp

Appendix 1

Appendix 2

Appendix 3

Appendix 4

Appendix 5

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