I. TITLE OF THE INVESTIGATION STUDY
"CORPORATE MANAGEMENT WITH BENCHAMARKING, FOR THE COMPETITIVENESS OF THE STATE BANKING IN PERU"
II. AUTHOR'S NAME
III. PLACE WHERE THE THESIS WILL BE DEVELOPED
LIMA - PERU - BANCO DE LA NACION
IV. PROJECT DESCRIPTION
4.1. BACKGROUND OF THE INVESTIGATION.
The use of the strategies, processes and procedures that certain entities use, by other entities in the same sector or similar sectors, is not new in Peru, much less in the world. What is new is the creation of benchmarking, as a technical tool that allows taking into account the best governance, operational management and strategic management practices of the leading entities in a given sector. The leading entities for our case come from abroad.
There are several works on financial management, internal control, internal and external auditing, accounting process, regulations and financial products of the Peruvian state bank; but it has not been possible to determine works related to benchmarking applied to Peruvian state banking.
4.2. PROBLEM STATEMENT
Currently, Peruvian state banking is exclusively exercised by the Banco de la Nación del Perú, which has been making a series of efforts, but has not yet strictly carried out the mission for which it was created. In this context we find, at a more advanced level, the successful practices of international state banking, such as the following Latin American countries: Chile, Argentina, Brazil, Cuba and Mexico, which have developed a series of approaches in the scope of planning, organization, direction and control that has allowed them to have high profitability indicators resulting from the successful development of good institutional management practices.
Banco de la Nación is a public law company, member of the Economy and Finance Sector, which operates with economic, financial and administrative autonomy. Its activities and organic structure are regulated by its Statute, by the Law of State Business Activity and, in addition, by the General Law of Banking, Financial and Insurance Institutions.
The Statute of Banco de la Nación establishes that it is the object of the entity to administer by delegation the sub-accounts of the Public Treasury and to provide the Central, Regional and Local Government with banking services for the administration of public funds. In this regard, it has been determined that there are some claims of those responsible for the subaccounts referred to above for deficiencies in the administration of the aforementioned subaccounts, resulting in delays in the payment of remuneration, suppliers, transfers and other obligations assumed. Likewise, the application of benchmarking has made it possible to determine that the banking services that state banking provides to governments suffers from the efficiency and competitiveness found in private banking.
The Statute also establishes that the Bank collects taxes and makes payments on behalf of the Public Treasury when there are agreements with the organs of the Tax administration. Regarding the payment of taxes, it has been determined that the taxpayers have not been able to find in this entity the comprehensive and efficient service they need to fulfill their obligations. In this regard, they have to face long and tedious queues on the outskirts of the premises (unemployed, subjected to the strong summer sun, the inclement cold and humidity of winter), lack of attention from the staff (it has been determined that any time they close their windows, they do not they guide, they do not have charisma or kindness to attend, they are tired, bored, with a lack of mysticism and a spirit of service).Precisely these have been some of the reasons for the tax administration to establish agreements with private banks for the payment of taxes by taxpayers. This situation has also led the State entities themselves to sign agreements with private banking entities for the payment of remuneration. All this has originated due, among other aspects, to the lack of commitment of the staff, officials and managers to improve the banking services provided by Banco de la Nación, all of which is exacerbated in provinces and especially in remote places where there is no private competition.to sign agreements with private banking entities for the payment of remuneration. All this has originated due, among other aspects, to the lack of commitment of the staff, officials and managers to improve the banking services provided by Banco de la Nación, all of which is exacerbated in provinces and especially in remote places where there is no private competition.to sign agreements with private banking entities for the payment of remuneration. All this has originated due, among other aspects, to the lack of commitment of the staff, officials and managers to improve the banking services provided by Banco de la Nación, all of which is exacerbated in provinces and especially in remote places where there is no private competition.
The Bank's Statute determines that it is empowered to perform various financial functions, none of which will be exercised exclusively with respect to companies and entities of the financial system; which leads us to deduce that it has to compete with branches of foreign banks and private national banks, for which it must have the best managers, officials and workers; the best facilities and services; without which it cannot face the challenges of competitiveness. In this regard, it has been determined that the Bank has exclusivity in the administration of public treasury subaccounts, which contradicts its institutional norm when it is established that it will not have exclusivity, which is a clear advantage over other entities; however, the entity has not been exploiting this exclusivity advantageously.
Institutional management in the third millennium involves changes and product diversification; which is not being applied as a norm in the entity. It has been determined that those responsible for management are not reviewing or providing feedback on their management policies, tactics and operational strategies; training, training and commitment of its workers; which does not facilitate efficient, effective and competitive corporate management.
It has been determined that those responsible for the Bank's decision-making body work for two or three public and private entities, which does not allow them to have an institutional commitment to such an important entity as the Banco de la Nación. The same figure appears in some officials and workers. The body responsible for decisions does not call officials and workers to establish the entity's policies, strategies and activities; therefore there is a divorce between the interests of managers, officials and workers; which limits the entity's competitiveness vis-à-vis private banks.
On the other hand, if there is no legal requirement for the central, regional and local government to use Banco de la Nación for the administration of the sub-accounts of the Public Treasury; Those responsible for these subaccounts have already resorted to private banking for the best services, attention and benefits that can be obtained from this sector. Likewise, if private banks existed in places far from our coast, mountains and jungle, the Banco de la Nación would have been left without users in these places long ago.
It has been determined that a certain number of branches and agencies that provided services that directly competed with private banking, have been forced to close because the users of the system have preferred private banking; which has brought as a consequence movements of personnel from one place to another and even dismissals thereof, creating greater conflicts between managers and workers.
Another problematic situation is the lack of a state banking organization that is committed to developing a process of continuous improvement, taking into account the competitiveness of private banking. Today, the tactics and strategies that are designed and applied are not for one day, nor for a month, they must be to apply it continuously, through permanent evaluations and feedback, and this is what should be done in the state bank.
Another situation is the lack of decision to optimize the use of the know-how available to the state bank, product of its years of permanence in the financial market.
All these elements make up poor planning, organization, management and control of the State banking institution; which causes deficiencies and ineffectiveness in the services it provides for its different users; Complicating this situation with the strong competition that the entity must face with international and national private banks.
4.2.1. GENERAL PROBLEM
HOW TO OPTIMIZE THE STRATEGIES AND PROCESSES OF THE PERUVIAN STATE BANKING BASED ON THE SUCCESSFUL PRACTICES OF THE INTERNATIONAL STATE BANKING, TO OBTAIN THE BEST PRODUCTIVITY STANDARDS WITHIN THE FRAMEWORK OF COMPETITIVENESS AND GLOBALIZATION?
4.2.2. SPECIFIC PROBLEMS
1.- WHICH APPROACHES TO CORPORATE MANAGEMENT OF THE INTERNATIONAL STATE BANKING SHOULD BE APPLIED IN THE PERUVIAN STATE BANKING IN THE CONTEXT OF BENCHMARKING, IN SUCH A WAY THAT THEY MAY OBTAIN THE BEST PRODUCTIVITY INDICATORS?
2.- WHY IS IT NECESSARY TO OPTIMIZE THE DECISIONS OF THE PERUVIAN STATE BANKING BASED ON THE SUCCESSFUL PRACTICES OF THE PERUVIAN STATE BANKING?
4.3. THEORETICAL FRAMEWORK
4.3.1 CORPORATE MANAGEMENT OF THE STATE BANKING
4.3.1.1. PERUVIAN STATE BANKING
Banco de la Nación performs the functions of state banking in our country.
The services it provides to meet its goals and objectives are the following:
SERVICES FOR NATURAL PERSONS:
§ Payment of Remuneration and Pensions
§ FONAHPU Bonus Payment
§ Payment of Checks
§ MULTIRED Card Services
§ MULTIRED Savings Unique Bank Offer
§ Telegiros National Currency
§ Administrative Judicial Deposits
§ Turns abroad
§ MULTIRED loans
§ 60-month loans.
SERVICES FOR THE PUBLIC SECTOR:
§ Current accounts
§ Telegiros National Currency
§ Judicial and Administrative Deposits
§ Remittance of Checks in Collections
§ Turns abroad
§ Transfers of Funds Abroad
§ Transfers of Funds from Abroad
§ Documentary Credits
§ Loans to Local Governments
§ Overdrafts to Local Governments
§ Check Payment
SERVICES FOR THE PRIVATE SECTOR:
§ Payment of Checks
§ Current accounts
§ National Currency Telegiro
§ Judicial and Administrative Deposits
§ Turns abroad
§ Correspondent
VISION:
"To be the State Bank recognized for excellence in the quality of its services, the integrity of its people and for its contribution to national development."
INSTITUTIONAL VALUES:
- Responsibility
· Honesty / Integrity
- Creativity Efficacy-Efficiency Initiative
MISSION:
“Provide quality financial services to public sector entities, their suppliers, workers and the general public. Contribute to the economic and financial decentralization of the country, through the extension of its services in areas where there is no bank offer, in an institutional framework that guarantees its financial self-sustainability. ”
STRATEGIC OBJECTIVES:
1. Improve customer service, providing quality services.
2. Improve the bank's operational processes.
3. Maintain financial self-sustainability.
4. Reduction of all operational, financial and security risks.
STRATEGIES:
1. Expand the network of branches and ATMs nationwide.
2. Implement shifts in the Agencies with the highest operating load, in order to improve the image and quality of service.
3. Innovate service distribution channels, bringing them closer to the customer and expanding the service capacity, improving the quality and cost of the services that BN provides.
4. Implement a comprehensive and reliable communications system through a direct connection that allows us to integrate with customer systems.
5. Maintain an integrated and timely computer support to customer needs, based on the application of cutting-edge information technologies.
6. Apply mechanisms that lead to the integral improvement of personnel, increase productivity, improve the quality of care, achieving a competitive, proactive, modern and efficient organization.
CORPORATE MANAGEMENT AND THE BANK OF THE NATION:
Corporate management according to Stoner (2000), is the administration of an entity in a collegiate way, as a team, with the participation of all: managers, officials, workers and users.
According to Terry (1990), corporate management is the performance to conceive and achieve the desired results through the efforts of the group, which consists of the use of human talent and resources.
It can be said that it is to achieve the functions, processes and procedures, through the participation of the human resources of an entity.
On the other hand Steiner (1998), says that corporate management can also be defined as a distinctive process that consists of planning, organizing, executing, coordinating and controlling; performed to determine and achieve the stated objectives, through the use of human and other resources.
For Robbins (2000), corporate management is an abstraction designed to convert disorganized, poorly managed and not used competitively resources to achieve efficiency, effectiveness and economy. This is achieved, effectively using tangible and intangible resources, and working with the permanent and dynamic participation of human resources in their full capacity.
INTERNATIONAL STATE BANKING
For the purposes of applying Benchmarking, in this work, the products, services and work processes of international state banking will be evaluated, which is a reason for worldwide recognition for the application of the most successful financial practices, in order to Obtain the competitiveness that users of the public and private sector are demanding from the Banco de la Nación of our country.
Those approaches related to legal, accounting, tax and financial regulations will be taken from international state banking; aspects of the corporate management process; tactical and strategic management; marketing and sales of financial products and control activities in the framework of international reports on this activity. We estimate that with all these experiences and successful practices, the Peruvian state bank will obtain the best productivity indicators, even above the private bank.
For the purposes of this work, we already have a data bank of the Chilean, Argentine, Brazilian, Cuban and Mexican state banks; whence in addition to the approaches, strategies and processes, we can also obtain the type of decisions that are made so that successful practices become effective.
BENCHMARKING
1. CONCEPT.
According to Fitz-Enz (1995), Benchmarking is a productivity tool. It is a systematic and continuous method that allows evaluating products, services and work processes of organizations that are recognized as representing best practices, in order to achieve progress in the organization.
Despite being an excellent resource for growth and continuous improvement; it is difficult to implement in certain areas. However, it is worth keeping in mind and at hand, waiting for the right moment to start applying it. Without a doubt, it will be useful and necessary for a committed and meaningful participation in the market.
Best practices could be sought within the institution itself, between different departments or areas. It is possible that in some of these sectors it has the best projects; the best level of performance, something to share with the rest of the institution to increase its success and with it, its presence in the market. This would provide a comfortable but stagnant situation because it would not favor growth according to external demands and the offers of other entities. If you look outside the institution and compare with the competition, you can estimate and make adjustments aiming at strengthening. This analysis of direct competition (by area of influence) would take as a horizon the entities that surround it closely, but would prevent the observation of best practices that occur beyond the surrounding environment and would limit the framework for growth.
Investigation of successful practices beyond direct competition; that is to say, other organizations, not necessarily competing (by the level to which it is addressed or by the areas it covers) can enrich their own practices or their modes of planning, execution, control or evaluation.
It should be borne in mind that many of the activities carried out within the organization are carried out in them. Analyzing technological equipment: its use, updating and maintenance; the staff that is hired; the profile of the clients to whom services are offered; Providers; advertising campaigns; the treatment of certain critical problems (desertion, delinquency, etc.) could be improved in compromised sectors; and purely administrative problems do not escape this type of analysis. Expanding the horizons of comparison towards the financial system in general, it will be noted that there are establishments that stand out in the most diverse aspects and it is worth analyzing them to enrich them.
2. OBJECTIVES.
The objective in the Benchmarking process is to provide elements of judgment and knowledge to companies that allow them to identify the best approaches from the best examples that lead to the optimization of their strategies and production processes. Thus, it is not surprising the reaction of the most dynamic companies striving to identify the best approaches and best practices that lead to the optimization of their strategies and processes in the broadest sense. To achieve this purpose, an approach to monitoring the environment is necessary to observe if, somewhere else, someone is using practices and procedures with results that could be considered excellent and if their way of proceeding could lead to greater effectiveness in the organization.
You probably won't be able to find a company that has the exact same organization plan, processes, or goals. Therefore, starting the Benchmarking phase of a process improvement program is not a step to be taken lightly. Benchmarking is an ongoing process that requires constant modernization, where the monetary and time commitments are significant. In addition, it is necessary to carefully analyze the processes themselves before contacting other companies.
Benchmarking requires the development of measurable characteristics that are reasonably available in the donor process and in the evaluated process. These characteristics are translated into objectives only after having identified benchmarking practices.
Also, these success features can only be used for effective change if top management supports your application. Therefore, benchmarking requires that senior management commit to the results of the efforts of the benchmarking teams, when they clearly determine the measures that may reflect improvements in the application of the processes.
Says Prat (1996), successful firms use benchmarking to be creative, not reactive. This affirms the need to plan benchmarking practices. However, the results may need to be applied on an ad hoc basis, as each assessment may not provide the data necessary to make the effort worth applying. It is necessary to evaluate if the activity of benchmarking is worthy of the effort and the change of results proposed for the performance of the process.
3. LEVELS
When looking for the models to imitate, you can find five possible approaches or levels of Benchmarking:
Internal: It is carried out within the company itself. Perhaps there are their own departments that could offer excellent information. First because they would have model processes, second because they could collect information from clients or competitors with whom they deal and have similar processes. It is the easiest to carry out, since the information is available.
Directly competitive: Most companies have at least one competitor who can be considered as excellent in the process to be improved. Getting the direct competitor to supply the data of interest can be a difficult, if not impossible, task. This problem can sometimes be solved by a third company acting as an intermediary.
Latent Competitive: These are companies that may be much larger or smaller than ours, and therefore not compete in the same markets. Companies that have not yet entered the market, but will presumably do so in the future, are also considered.
Non-competitive: Sometimes it is possible to obtain information through companies that are not directly competitive, either because the market in which they operate is geographically different, or because it is a different sector. In the latter case, the process must be adapted to the particularity of the company. The information will be easily accessible.
World Class: This approach is the most ambitious. It involves seeing optimal recognition for the process under consideration - an organization that does it better than all the others.
4. DEVELOPMENT OF THE PROCESS
It can be structured in different phases; this structuring varies in number. Here we will propose six main phases or steps to follow and which are broken down in the graph.
a) Design of the process.
b) Collection of internal data.
c) Collection of external data.
d) Data analysis.
e) Process improvement.
f) Periodic evaluation
5. BENCHMARKING ADVANTAGES.
Benchmarking can be, and is advisable, an ongoing process of improvement. For this reason, the four benefit groups have been represented: Information, motivation, innovation and concentration, enclosed in arrows that rotate circularly simulating an interactive process.
During the benchmarking, a large amount of information is collected, due to making cross-comparisons between the participants and each of them with the best practice, where the differences are.
The benchmarking process is, in turn, an important motivating element within organizations by providing external references to which to go, and measuring the distances and progression over time of both the company itself and the rest of the participants.. This motivating process can be accentuated by establishing small prizes or recognitions for certain achievements, such as the publication of a best practice or a luncheon for the participants in which several prizes are given in relation to the progress of some activities.
The result of the benchmarking allows in a short space of time to establish concrete and achievable objectives. In this way, the dispersion of not being clear about what one wants to do is avoided, and it facilitates the credibility of those responsible for achieving achievements. Lastly, teamwork is promoted, which makes the implementation of the measures to be adopted more bearable and improves the performance of the people who make up the work teams.
Innovation is another benefit obtained by discovering new ways of doing things, avoiding stagnation by offering clues to improve. This is especially relevant in multisectoral comparisons, in which the proposed ideas and applications are especially original. Another source of innovation comes from stimulating cultural change. The culture of continuous improvement and the search for new ways of doing to reach the best practice is the best breeding ground for innovation.
Finally, benchmarking stimulates concentration by managing to direct all efforts towards specific points.
In short, the results and benefits that participants can expect are the following:
- Identify innovation opportunities through the discovery of new technologies, already applied in their own sector or others.
- Identify those processes in which there are significant differences from the best in the class, using it as a stimulus for change and as a monitoring tool for the improvements produced.
- Know the relative position vis-à-vis companies in the sector itself or others, avoiding stagnation and offering different alternatives.
- Get to know in advance new trends and strategic directions and, based on these, adequately manage change.
COMPETITIVENESS
PRODUCTIVITY
It is the Capacity or degree of production per unit of work of the state bank. It is the relationship between what is produced and the means used, such as labor, materials, energy, etc.
Productivity, in economics, is the relationship between final production and the productive factors (land, capital and labor) used in the production of goods and services. In a general way, productivity refers to that generated by work: production for each worker, production for each hour worked, or any other type of production indicator based on the factor of work. Typically, output is calculated using index numbers (related, for example, to output and hours worked), and this enables the rate at which productivity varies. The most reliable data in this regard comes from the industry, because it is in this sector where it is easier to measure production, unlike, for example, a financial services company.One of the keys to a company's success lies in knowing how to increase productivity. But for this, it is necessary to take into account the total yield of the productive activity of the factors, and not only the productivity of labor. When capital investment (purchase of machinery) is increased to reduce the needs of the labor factor (and therefore increase the productivity of this factor) the objective should be to increase the yield of all the factors. In practice, the productivity of each factor is very difficult to calculate because it is not possible to identify exactly what part of the production is due to each of them. Furthermore, the number of factors used in production varies over time. Because of these difficulties, productivity statistics must be interpreted with caution.Short-term improvements in the indices may reflect better utilization of productive capacity, and not a real improvement in productivity. In general, care should be taken when making comparisons between different countries because in each of them the way of obtaining data on productivity varies.
Growth in wages is usually linked to improvements in productivity. Many companies use a payment system based on the work done, so that part of the salary depends on the performance of each worker. It is also common for the company that is negotiating wages with workers to ensure that wage increases will only be possible if there is an increase in production; This is a way of threatening a reduction in staff or workforce if the increase in salary is not accompanied by an increase in productivity.
OPTIMIZATION
Optimizing is looking for the best way to carry out a financial activity by the Peruvian state bank.
Components of optimization are the effectiveness, efficiency and economy of institutional resources.
Effectiveness refers to the degree to which the Peruvian state bank achieves its objectives and goals or other benefits that it intended to achieve, provided for in the legislation or set by its managers within the framework of competitiveness.
Efficiency refers to the relationship between the goods or services produced or delivered and the resources used for that purpose, compared to the performance standards of international state financial entities.
The economy is related to the terms and conditions under which Peruvian state banks acquire resources, whether financial, human, physical or technological, obtaining the required quantity, at a reasonable level of quality, at the appropriate time and place and at the best cost. possible.
4.3.3.3. COMPETIVITY
According to Porter (1996) Competition is at the center of the success or failure of entities. Competition determines ownership of an entity's activities that can contribute to its performance, such as innovations, a cohesive culture, or good implementation. Competitive strategy is the search for a favorable competitive position. Competitive strategy tries to establish a profitable and sustainable position against the forces that determine the competition.
Porter (1997) says that the essence of formulating a competitive strategy is to relate an entity to its environment. Although the relevant environment is very broad and encompasses both social and economic forces, the key aspect of the company's environment is the sector or sectors in which it competes. The competitive situation in a sector depends on five basic competitive forces: suppliers, potential competitors, customers, substitutes, and competitors. The joint action of these forces determines the potential profitability in the sector, where the profit potential is measured in terms of performance in relation to the resources used.
4.4. HYPOTHESIS
VARIABLES OF THE INVESTIGATION
1) INDEPENDENT VARIABLE:
X. CORPORATE MANAGEMENT OF THE STATE BANKING
INDICATORS:
X.1. MANAGEMENT PROCESS
X.2. DECISION MAKING
2) DEPENDENT VARIABLE:
Y. COMPETITIVENESS
INDICATORS:
Y.1 PRODUCTIVITY
Y.2 OPTIMIZATION
3) INTERVINENT VARIABLE:
Z. BENCHMARKING
INDICATORS:
Z.1. DOCTRINE
Z.2. PROCESS
4.4.1. MAIN HYPOTHESIS
THE APPLICATION OF BENCHMARKING WILL ALLOW TO HAVE THE PRACTICES OF THE INTERNATIONAL STATE BANKING TO OPTIMIZE THE STRATEGIES AND PROCESSES OF THE CORPORATE MANAGEMENT OF THE PERUVIAN STATE BANKING IN THE FRAMEWORK OF COMPETITIVENESS AND GLOBALIZATION
4.4.2. SECONDARY HYPOTHESES
1 THE APPROACHES THAT MUST BE TAKEN BY THE PERUVIAN STATE BANKING OF THE INTERNATIONAL STATE BANKING ARE THOSE RELATED TO NORMATIVITY, ORGANIZATION, MANAGEMENT: TACTICAL AND STRATEGIC, MARKETING AND SALES AND CONTROL ACTIVITIES, WHICH WILL FACILITATE THE OBTAINING OF THE OBJECTIVES PRODUCTIVITY OF THE SECTOR FOR THE BENEFIT OF USERS.
2 THE OPTIMIZATION OF THE DECISIONS OF THE PERUVIAN STATE BANKING WILL BE FEASIBLE IF THE SUCCESSFUL PRACTICES OF THE INTERNATIONAL STATE BANKING ARE TAKEN INTO ACCOUNT, IN THE CONTEXT OF BENCHMARKING, WHICH WILL ALLOW TO REACH THE COMPETITIVENESS REQUIRED BY THE GLOBAL
4.5. JUSTIFICATION AND IMPORTANCE OF WORK
In order for the resources managed by the state bank to achieve the institutional goals, objectives, mission and vision, it is necessary that they be managed using modern management tools such as benchmarking; through which we can use the successful practices of international state banking to apply it in our country.
In modern institutional administration, corporate management with bechmarking is vital to formulate and comply with plans, laws and other aspects related to the management of the activities of banking entities; which can also be effectively reinforced with the active and dynamic participation of managers, officials, workers and users.
The application of corporate management, taking into account benchmarking, will ensure that current policies, strategies, tactics, processes and procedures are tailored to the needs of users. It also ensures adequate monitoring to verify if the control policies and activities are obeyed by the directors, managers, officers, workers and users. This would lead to the optimization of institutional know-how and a continuous improvement process, with which it is possible to compete advantageously in the current situation.
Corporate management with bechmarking will allow to face the rapid evolution of the economic, social and competitive environment, as well as the changing demands and priorities of users and adapt its structure, processes and procedures to ensure continuity and development.
Corporate management with benchmarking, promotes efficiency and helps ensure the optimization of systems, sub-systems, resources, the reliability of financial information and compliance with current regulations.
Due to the fact that corporate management is very useful for achieving institutional objectives, the need to apply it is increasing, which makes it advantageous to justify its application in the matrix, branches and agencies of state banks.
Corporate management with benchmarking should be considered as a solution to potential problems in the management of all administrative systems of state banking.
V. OBJECTIVES
5.1. OVERALL OBJECTIVE
IDENTIFY THE BEST APPROACHES TO THE INTERNATIONAL STATE BANKING THAT DEVELOPS SUCCESSFUL PRACTICES (CHILE, ARGENTINA, BRAZIL, CUBA AND MEXICO), WITH THE PURPOSE OF CONTRIBUTING ELEMENTS OF JUDGMENT AND KNOWLEDGE TO THE LABOR AND STRATEGY OPTIMIZATION PERUVIAN IN THE FRAMEWORK OF COMPETITIVENESS AND GLOBALIZATION.
5.2. SPECIFIC OBJECTIVES
1. IDENTIFY THE APPROACHES TO CORPORATE MANAGEMENT OF THE INTERNATIONAL STATE BANKING THAT SHOULD BE IMPORTED BY THE PERUVIAN STATE BANKING, IN THE CONTEXT OF BENCHMARKING, IN ORDER TO OBTAIN THE BEST PRODUCTIVITY INDICATORS FOR THE BENEFIT OF USERS
2. DETERMINE THE DECISIONS OF THE INTERNATIONAL STATE BANKING TO BE APPLIED IN THE PERUVIAN STATE BANKING IN THE CONTEXT OF BENCHMARKING, SO THAT IT IS EASY TO COMPETITION EFFECTIVELY.
SAW. METHODOLOGY
6.1. KIND OF INVESTIGATION
This research work will be of the basic or pure type, since all aspects are theorized, although its scope will be practical to the extent that they are applied in state banking.
6.2. INVESTIGATION LEVEL
The research to be carried out will be at the descriptive-explanatory level, since it will describe and explain how to take advantage of benchmarking so that the corporate management of state banks reaches competitiveness.
6.3. INVESTIGATION METHODS
The following methods will be used:
1) Descriptive.- Because the corporate management process that leads to the efficiency, effectiveness and competitiveness of state banking will be described
2) Inductive.- To infer the information of the sample in the research population.
6.4. DESIGN OF THE INVESTIGATION
6.5 POPULATION OF THE INVESTIGATION
The universe of the investigation will be constituted by the component entities of the international state banking and the Banco de la Nación del Perú.
6.6 SAMPLE OF THE INVESTIGATION
It will be made up of the Banco de la Nación del Perú and the state banks of Chile, Argentina, Brazil, Cuba and Mexico.
DATA COLLECTION TECHNIQUES
The techniques that will be used in the investigation will be the following:
1) Interviews.- This technique will be applied to managers and officials of state banks, in order to obtain information on all aspects related to the investigation.
2) Surveys.- It will be applied to state bank workers, in order to obtain information on aspects related to the investigation
3) Documentary analysis.- This technique will be used to analyze the norms, bibliographic information and other aspects related to the investigation.
6.8 DATA COLLECTION INSTRUMENTS.
The instruments to be used in the research are related to the aforementioned techniques, as follows:
| TECHNIQUE | INSTRUMENT |
| INTERVIEW | INTERVIEW GUIDE |
| POLL | QUESTIONNAIRE |
| DOCUMENTARY ANALYSIS | DOCUMENTARY ANALYSIS GUIDE |
6.9. ANALYSIS TECHNIQUES
The following techniques will be applied:
- Documentary analysis
- Tabulation of tables with quantities and percentages
- Graphics understanding
- Data reconciliation
- inquiry
- Tracking
6.10 DATA PROCESSING TECHNIQUES
The following data processing techniques will be applied:
- Sorting and classification
- Manual registration
- Computerized process with Excel
- Computerized process with SPSS
VII. SCHEME OF THE THESIS
TITLE OF THE THESIS
AUTHOR'S NAME
INTRODUCTION
PART I:
METHODOLOGICAL AND THEORETICAL APPROACH
CHAPTER I
METHODOLOGICAL APPROACH
1.1. Bibliographic Background
1.2. Approach to the opportunity or problem
1.2.1. Description of the problematic reality
1.2.2. Main problem
1.2.3. Secondary problems
1.2.4. Delimitation of the investigation
1.3. Justification and Importance
1.3.1. Justification
1.3.2. Importance
1.4. goals
1.4.1. Main goal
1.4.2. Specific objectives
1.5. Hypothesis
1.5.1. Main hypothesis
1.5.2. Secondary hypotheses
1.6. Methodology
1.6.1. Kind of investigation
1.6.2. Research level
1.6.3. Research methods
1.6.4. Design of the investigation
1.6.5. Population and sample
1.6.6. Techniques and instruments
CHAPTER II
THEORETICAL APPROACH
2.1. Research Background
Historical review
Legal basis of the investigation
Conceptual framework
Corporate management of State Banking
Peruvian State Bank
International State Banking
Management process
Institutional regulations
Marketing and sales
Computer technology
Control activities
Decision making process
Benchmarking
Benchmarking doctrine
Benchmarking application process
Competitiveness
State bank productivity
Optimization of state banking
PART II
RESULTS OF THE INVESTIGATION
CHAPTER III
PRESENTATION, ANALYSIS AND INTERPRETATION OF THE INTERVIEW CONDUCTED
3.1. Presentation of the interview
3.2. Analysis of the interview
3.3. Interpretation of the interview
CHAPTER IV
PRESENTATION, ANALYSIS AND INTERPRETATION OF THE SURVEY CONDUCTED
4.1. Presentation of the survey
4.2. Survey Analysis
4.3. Interpretation of the survey
CHAPTER CHAPTER V
CONTRACTING AND VERIFICATION OF THE PROPOSED HYPOTHESES
5.1. Hypotheses raised
5.2. Results obtained
5.3. Verification and verification
CHAPTER VI
CONTRASTING AND VERIFICATION OF THE RAISED OBJECTIVES.
6.1. Planted objectives
6.1. Results obtained
6.1. Verification and verification
PART III
CHAPTER VII
OTHER ASPECTS OF THE INVESTIGATION
7.1. Research conclusions
7.2. Research recommendations
BIBLIOGRAPHY
ANNEXES
VIII. SCHEDULE
| ACTIVITIES | JAN FEB | SEA APR | MAY JUN | JUL AUG | SET OC | NOV | DEC |
| THESIS PLAN: | X | ||||||
| DATA COLLECTION | X | ||||||
| FORMULATION OF THE PLAN | X | ||||||
| PRESENTATION OF THE TEIS PLAN | X | ||||||
| CORRECTION OF OBS OF THE THESIS PLAN | X | ||||||
| SUBMISSION AND APPROVAL | X | ||||||
| THESIS: | |||||||
| INFORMATION ORGANIZATION | X | X | X | X | X | X | |
| INFORMATION PROCESS | X | X | |||||
| DRAFTING OF THE THESIS | X | X | |||||
| PRESENTATION | X | ||||||
| LIFT | X |
IX. FINANCING
| ITEMS | QTY | UNIT | UNIT PRICE | SUBTOTAL | TOTAL ITEM |
| I. ASSETS: | 945.00 | ||||
| PAPER | 3 | THOUSAND | 25 | 75.00 | |
| PENCILS | 5 | DOZENS | 10 | 50.00 | |
| COMPUTER INK | 10 | UNITS | 30 | 300.00 | |
| FLOPPY | 3 | DOZEN | twenty | 60.00 | |
| CD | one | DOZEN | 60 | 60.00 | |
| OTHER ASSETS | 400.00 | ||||
| II. SERVICES | 3,180.00 | ||||
| SUPPORT STATISTICAL WORK | 800.00 | ||||
| SECRETARIAL SUPPORT | 600.00 | ||||
| MOBILITY | 500.00 | ||||
| VIATICOS | 500.00 | ||||
| TELEPHONE | 200.00 | ||||
| IMPRESSIONS | 280.00 | ||||
| PHOTOCOPY | 100.00 | ||||
| VARIOUS | 200.00 | ||||
| TOTAL | 4,125.00 | ||||
X. BIBLIOGRAPHY
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10. Jonson & Scholes (1999) Strategic Management: Analysis of the Strategy of Organizations. Bogotá. Prentice Hall
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12. Porter Michael (1996) Competitive Advantage: Creating and Sustaining Superior Performance. Mexico. Compañía Editorial Continental, SA. From CV.
13. Koontz / O´Donnell (2003) Modern Administration Course-An Analysis of Systems and Contingencies of Administrative Functions. Mexico. Lithographic Ingramex SA.
14. Ken Blanchard (2004) Securities Administration. Bogotá. Norma Editorial Group
15. Krause Donald (1997) The Art of War for Executives. Madrid. Editorial EDAF SA.
16. Prat Canet, José M.ª: Benchmarking: A Method to Learn from the Best Companies. Granica, 1996.
17. Robbins Stephen (2000) Foundations of Management. Mexico. Prentice Hall Hispanoamericana, SA.
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