ORGANISATIONAL

MANAGEMENT
A group project in which teams of students work together as
“management consultants” and develop an Organizational Behavior
Management Report for a Ghanaian organization of their own choice
by examining recent and major

Organizational practices that influence individual and group

behaviors toward organizational effectiveness and performance. The
“Organizational Behavior Management Report”

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Presentation Objectives
1.The firm or organization
2. Key definitions & terms
3. The firm in general(history, mission, vision etc.)
4.The structure of the firm(the board, management & at the branch
level)
5.Core values /culture
6. Internal and external factors affecting behavior and performance
7 Recent major changes and its effect at the firm
8.Conclusion
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ADB

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“Behaviour is the mirror in which everyone shows
their image”

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 Organisational Behaviour

The area of study examines

human behaviour in a work
environment and determines its
It is the study and understanding of impact on
individual and group behaviours and  Job structure,
pattern of structure in order to help
 Performance,
improve organizational and
performance and effectiveness  Communication,
(Mullins 2011)  Motivation,
 Leadership,

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 Management
Definitions

• Planning

Objectives
Management is an art of

Achieve
getting things done through
and with the people in • Organizing The term employee
formally organized groups. It behavior refers to
is an art of creating an the way in which
environment in which people • Leading employees respond
can perform and individuals to specific
and can co-operate towards circumstances or
• Staffing situations in the
attainment of group goals.
workplace
(Harold Koontz)
• Controlling

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 Profile

ADB Agricultural Development Bank (ADB) Limited is a universal bank

offering a full range of banking products and services in
Consumer, Corporate, Parastal, SME, Agriculture, Trade and E-
BANKING services. Its business focus is universal banking with a
developmental focus on Agriculture and more.

Vision
ADB aims to be among the Top Tier performing Banks in Ghana,
balancing market orientation with a development focus on
Agriculture and more.

Mission
ADB is committed to growing a strong customer – centric Bank,
providing profitable and diversified financial services for a
sustained contribution to Agricultural development and wealth
creation.

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 HISTORY
 1964-Bank of Ghana set up a Rural Credit Department to prepare the necessary
legislation, plans and procedures for the establishment of a specialized bank for the
provision and administration of credit and other banking facilities in the agricultural
sector.
 1965-ADB was established by Act 286 in 1965 as the Agricultural Credit and
Cooperative Bank. The Bank started operations from a building on the Tunisia Road,
West Ridge - Accra.
 1967-The National Liberation Council (NLC Decree 182) changed the name of the
Bank from the Agricultural Credit and Cooperative Bank to the Agricultural
Development Bank and amended key sections of the original Act 286.
 By 1990, the Bank became more diversified and added international banking and
trade services to its growing product portfolio.
 By 1993,The Bank became the principal agent in inward money transfer and
remittances in the country.
 Finally in 2004, The Bank obtained the Universal Banking license and broadened its
bouquet of services offerings
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STRUCTURE OF ADB
BOARD

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 ORGANOGRAM-MANAGEMENT
Managing
Director
Mechanistic Model
Functional and
Bureaucracy
Deputy Md
structures

GM,Business
Banking

Chief Finance Chief Audit General Group Head, Board

Officer Executive Counsel Agric Finance Treasurer Secretary

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STRUCTURE
BRANCH LEVEL Simple /Flat
structure

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 CORE VALUES
Effective and Efficient workforce
Enhanced stakeholder value
Aggressiveness
Be fearless, bold, energetic and enterprising in pursuing actions or decisions in the
market place that will ensure that we are competitive, satisfy our customers and
achieve sustainable growth
Accountability
We will perform in a manner at all times that makes us accountable, responsible,
and answerable to stakeholders
Customer Service Excellence
We will enable our customers to have an efficient, productive, and enjoyable
banking experience
Creativity
Create the environment that encourages employees to generate a new idea and / or
rethink an old idea and develop the idea into practical implementable products,
processes, or solutions.
Teamwork
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We build effective teams with members who have complimentary competencies
Internal factors
Leadership, control & communication:
 High level of bureaucracy
 Delay in communication flow- message changes
 Delay in decision making-seeking of authorization
Structure
 Tall structure with management which affects employee
behavior in escalating issues or creativity
 Simple structure at the branch level
 Excellent performance at the branch level than on the group
level
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INTERNAL FACTORS CONT,

Work environment
 This is created by their company values and culture
aggressiveness,accountability,customer service excellence, Creativity and team
work which intend guides employees towards productivity and proficiency. Eg
Accountability values prevents workers from receiving bribes and tips from
customers
Motivation,
 there’s job security because ADB does not use Outsourcing as a means of
recruitment which intends drives productivity and employee performance
positively since there good working conditions
 Change in Ceos & Board- New King new law : the down side of motivation
however is that because there is always a change in leadership, employees are
not always motivated to work towards or rally behind a new policy
implemented since some are of the view that its just a phase that will end with
leadership.
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 External Factors -Pest, Environment
 Political because they are govern by the state so any time there is a
change in government it affect their operations.
 Certain key decisions needed for employees to work well are normally on
hold until a new management is set up
 Work flow tends to be slow during times like election.
 Economical Issues of their merger with a local bank.
 There is a fear among staffs of this bank because there are a lot of
professionals who have lost their jobs in the process of the consolidation
so most of these workers have the fear of future job lost.
 This is impacting positively however on the performance of employees
on the firm, since now almost everyone is trying to go beyond their limits
to be maintained should it happen.
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External factors-Cont’d

 Socio-culture because of their strong relationship with the farmers in the country, any time
there is a farmers day celebrations, they get a very high recognition on their brand.
 Technological the constant change in technology requires the bank also revolve as
and when things change .
 It takes time for employees to adjust and familiarize themselves with such
softwares
 It also has in the long run positively affected job output since work has been made
easier and faster with the help of these technologies
 Individuals Environment-Nature and Nurture
 Although these are internal factors to the employee, it becomes an eternal factor to
the firm
 Employees commitment to at the individual, group and organizational level
depends on their personalities, the team or groups they’ve been in beforeand the
environment in which they were raised.

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 RECENT MAJOR
CHANGES AT ADB
WORKING IN GROUPS

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IT AND INFRASTRUCTURE CHANGE:

 passionately aggressive staff and its devotion to the development of

systems and products to satisfy customer specifications.

 cutting edge ICT platform which sets it apart from competitors

 The architectural presence and serene ambience of their banking

premises is a hallmark and a reflection

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REBRANDING AND LOGO

 The Agricultural Development Bank in recent time has revealed it’s new,
fresher and more energized corporate identity which communicates the
uniqueness and promise of offering simple and professional services to their
customers and all other stakeholders

 There was also a change in the working hours from 8:30 am to 4:00 pm
to 8:00 am to 5:00 pm

 Its new logo has its initials “adb”, written in small letters with a wave of two
shades of green on the letter. The color of the top wave is heritage green and
that of the bottom wave is future green.

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INITIAL PUBLIC OFFER (IPO) AND GOING PUBLIC

 Agriculture development bank listed on the Ghana Stock Exchange in December 2016,
after it raised about GHc325.7 million in its Initial Public Offer.

BANK OF GHANA (BOG) ANNULS ACQUISITION OF ADB

SHARES

 The Bank of Ghana has annulled the acquisition of shares of Agriculture

Development Bank held by Belstar Capital, Starmount Development company
Ltd, SIC Financial Services Ltd and EDC Investments Ltd. “The Bank of Ghana
considers that Belstar and Starmount are not fit and proper persons and cannot
permit them to continue to hold shares acquired directly or indirectly in ADB,”

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REMOVAL OF BOARD OF DIRECTORS FOR ADB

 The number of directors of the Agricultural Development Bank (ADB) had dropped following
the annulment of four institutional shareholders in the bank by the Bank of Ghana (BoG) The
four companies are Starmount Company Limited, EDC Investment, SIC Financial Services and
Belstar Company Limited. According to the Bank of Ghana, the shares of those companies
were annulled because they purchased them under suspicious circumstances. As a result of the
annulment of the shares, six former directors were removed. They are Patrick Kingsley-
Nyinah, Kwabena Dapaah-Siakwan, Nana Ama Serwaa Bonsu, Frank Kwame Osei, Dr Adu
Anane Antwi and Prof. David Abdulai.

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NEW BOARD OF DIRECTORS FOR ADB

 As a result of the annulment of the shares and removal of six former directors
from the board, three members who remained from the old board are Bernasko,
George Kwabena Abankwa Yeboah and Dr John Kofi Mensah, the MD of the
bank. Those removed have since been replaced by Dr Mark Assibey-Yeboah,
Madam Abena Osei-Asare, Prof. Peter Quartey, Kwesi Korboe and Mary Abla
Kessie.

EMPLOYEE’S BEHAVIOR BEFORE AND AFTER THE CHANGE

Before the recent major changes, the workers of the Agricultural development bank
(Adb) Called for the immediate dissolution of the board of directors of the bank and
the dismissal of the Managing Director, Stephen Kpordzih to save the financial
institution from imminent collapse.
Secondly, Workers of the Agriculture Development Bank (adb) undertook a
nationwide sit down strike to press home their demands for the removal of the
Managing Director, Stephen Kpordzih and the dissolution of the Board. . The
workers further demanded a “forensic audit of the bank within the shortest possible
time.”
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AFTER THE CHANGES
 Employees were happy with the board and management concerning the demands
for change of the managing director.
 They went back to work and committed to achieving the firms goals
 Employees welcomed the logo change and rebranding of the bank
 Employees were not happy with the bank going public.

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Conclusion & Suggestions
 The Performance of an organization depends on the behavior of its employees
 ADB must ensure regular In service training for staff so as to be able to shape
staff behaviors in the right direction
 Employees must be involved in decision making process from the scratch to
prevent them from kicking against it in the long run
 No matter how complex the work structure is communication must flow either
ways smoothly for effective performance
 Management and board members should be regulated on termly basis rather
than by change in government. Alternatively however,
 Developmental plans should be drawn by government and relative stake
holders to be followed by whoever is appointed by a new government change.

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THANK YOU
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