Re-write(editing) this by following the notes for this case study
I have provided the sources below in references section
The section aims to help understand the main stakeholders of NAB who tend to influence its performance towards achieving its goal. Also, the relevance of their strategic and operational activity in promoting culture change and organisational behaviour has enabled the firm to adapt to the changing environment. (remove)
The stakeholders of NAB include contractors, investors, associates, customers, and the broader community that helps in promoting and maintaining community expectations (NAB., 2020). Organisational stakeholders identify issues affecting the community and discover opportunities to improve the business, and orient NAB towards its vision of becoming a leading banking industry by offering exceptional service. Investors and associates have a shared value that empowers strategic planning to address social challenges affecting performance. According to Knapman (2018), customers influence organisational operations in delivering services since they are the main determinants of how NAB operates. Investors and associates implement changes to align with customers’ needs by encouraging public SI reporting and disclosures.
NAB’s mission has been to ensure risk management, fostering social changes, and governance and reporting (NAB., 2020). Hence, triggering mutual interest that has led to authenticity, openness, responsiveness, and respect in daily operations gives customer satisfaction. NAB is all about fulfilling customer needs and desires through constructive feedback and engagement with stakeholders (Dell’Atti et al., 2017). Therefore, penetrating barriers of culture and technology by restructuring its core operations to suit the community’s needs. (Revised this by following this note:
• The leaked material, which featured confidential interviews with more than 70 NAB executives, including the former CEO Andrew Thorburn and chairman Ken Henry, risk reports and an internal logbook of its auditor EY’s observations about the bank, painted a picture of a bank that didn’t take seriously the importance of proper compliance controls…
• Control issues to be informed to stakeholders through websites, general meetings, and Annual meetings.
• focus on identifying problems and the control implications instead.)
NAB’s mission statements focus on serving customers and helping the communities prosper (revised this by following this notes: NAB mission statement proudly exclaims, “We back the bold who move Australia forward”, you can find it in the mission statement of the bank)
. Culture drives the business operations of NAB by clarifying its performance and community involvement to build principles around customers (NAB., 2020).(revised this by following this notes: not find code of conduct for NAB surely there would be principle based codes there comprising part of cultural control. you can find it in Code of conduct of the bank) Intra-organisational transfers to serve customers better and ensure accountability of the business as a role model.( revised this by following this notes: Unclear. Relevance? Is there evidence of this at NAB?)
Alternatively, NAB encompasses a code of conduct to achieve its goals and build core values. NAB reinforces commitment to ensure financial and operation resilience during uncertainties and relationship-led to nurture relationships with the community. Also, physical arrangements particularly strategic funding decisions as core in end-to-end customer experience driving continuous improvement (NAB., 2021). (Revised this by following this notes: this is all unclear. Please refer to the textbook chapter)For more information on stakeholders through websites check on this:https://en.wikipedia.org/wiki/Strategic_management
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