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Advantages and Disadvantages

A divisional organisational structure has numerous benefits that an organisation can consider. Firstly, it enhances flexibility. This flexibility is achieved since each division can quickly adapt to market changes, enhancing responsiveness. Secondly, divisions concentrate on specific products or markets, improving customer satisfaction; for example, Saudi National Bank (SNB) could create separate divisions for retail banking, corporate banking, and wealth management to cater to distinct customer needs. Thirdly, each division’s clear profit and loss responsibility fosters accountability (Taylor & Woodhams, 2022). Lastly, divisions operate semi-independently, making achieving innovation and creativity easier. However, this type of structure has some disadvantages. The first disadvantage is duplication. Resources and functions may be duplicated across divisions, leading to inefficiencies. Secondly, maintaining multiple divisions can be expensive due to increased administrative costs. Thirdly, ensuring alignment and communication between divisions can be challenging. Lastly, divisions might compete for resources, potentially harming overall organisational cohesion.

Reason Why a Divisional Structure is Appropriate

Firstly, SNB operates in diverse regions with varying financial needs and regulations. A divisional structure is appropriate since it allows each regional division to tailor its services and strategies to local market conditions, enhancing customer satisfaction and competitiveness (Young, 2023). Secondly, each division can focus on specific financial products or services, leading to improved expertise and efficiency in those areas. Lastly, clear profit and loss responsibility for each division ensures accountability and performance tracking, which is crucial for a large financial institution like SNB.

A matrix organisational structure is an organisational design that integrates aspects of functional and project-based organisations (Young, 2024).

Advantages and Disadvantages

The matrix structure allows SNB to utilise its resources more efficiently by assigning employees to multiple projects and functions. This ensures that expertise and skills are optimally used across different areas, reducing redundancy and improving overall productivity. In addition, SNB can quickly adapt to changing market conditions and project requirements. The matrix structure facilitates this by allowing employees to shift between projects and functions as needed, ensuring that the bank remains agile and responsive to new opportunities and challenges. However, the dual reporting lines in a matrix structure can create confusion and conflicts among employees (Stuckenbruck, 1979). At SNB, this might lead to misunderstandings about priorities and responsibilities, potentially causing delays and inefficiencies. Additionally, the process can become slower with multiple managers involved in decision-making. For SNB, this could mean critical decisions take longer to finalise, impacting the bank’s ability to respond swiftly to market changes.

Reason Why a Matrix Structure is Appropriate

The matrix structure fosters collaboration across different functions and projects. For SNB, expertise from various departments can be pooled together to innovate and solve complex financial challenges, leading to more comprehensive and effective solutions (Taylor & Woodhams, 2022). In addition, by allowing employees to work on multiple projects, SNB can optimise the use of its human resources. This ensures that the bank can efficiently manage its diverse portfolio of financial services without constant restructuring.

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Digital Transformation Strategy: This strategy leverages advanced technologies to enhance customer experience, streamline operations, and introduce innovative financial products and services ( Peters, 2023). Investing in digital platforms, mobile banking, and AI-driven customer service allows SNB to provide seamless, efficient, and personalised banking experiences. This strategy aligns with the Vision 2030 initiative, emphasising technological advancement and modernisation.

Sustainability and Social Responsibility Strategy: This strategy involves implementing environmentally friendly practices, supporting community development, and promoting financial inclusion (Jajkowska, n.d). SNB has established a Sustainable Finance Framework to issue sustainable bonds and engage in environmental, social, and governance initiatives. Programs like the Ahalina Social Investment Program empower various societal groups, contributing to economic development and social well-being.

Link to the Organisation’s Strategic Goals and Objectives.

The digital transformation strategy directly supports SNB’s goal of becoming the leading digital bank in the region. By investing in advanced technologies, SNB aims to enhance customer experience, streamline operations, and introduce innovative financial products. This aligns with the strategic objective of increasing market share and customer satisfaction by offering seamless, efficient, and personalised banking services.

In the same way, the sustainability and social responsibility strategy aligns with SNB’s commitment to Saudi Vision 2030, which emphasises sustainable development and social responsibility (SNB, n.d). By implementing environmentally friendly practices and supporting community development, SNB aims to promote financial inclusion and contribute to economic growth. This strategy enhances SNB’s reputation and ensures long-term sustainability by addressing the evolving needs of society and the environment.

The Extent to Which the Strategies Meet Customer Needs

The digital transformation strategy ensures SNB’s services meet customer needs by providing seamless, efficient, and personalised banking experiences. For example, introducing AI-driven customer service and mobile banking apps allows customers to access services anytime, anywhere, enhancing convenience and satisfaction. This approach caters to the tech-savvy customer base, ensuring SNB remains competitive and relevant ( Peters, 2023). In addition, by promoting financial inclusion and supporting community development, the sustainability and social responsibility strategy allows SNB to address the broader needs of society. Programs like the Ahalina Social Investment Program empower various societal groups, ensuring that SNB’s services are accessible and beneficial to a wider audience. This strategy meets customer needs and builds trust and loyalty.

External Contexts Impacting the Success of These Strategies

Economic fluctuations can affect customer spending and investment behaviours, impacting the success of SNB’s digital transformation and sustainability initiatives. For instance, a recession might reduce the demand for new financial products. In addition, rapid technological advancements require continuous investment in new technologies (SNB, n.d). SNB must stay ahead of tech trends to maintain its competitive edge in digital banking.

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Higher interest rates can reduce the demand for loans, as the increased borrowing costs may deter customers from taking out new loans (Bank of England, 2024). This can potentially impact the growth of SNB’s loan portfolio, as fewer customers may seek financing under these conditions. In addition, when interest rates rise, SNB can benefit from improved loan profit margins. The higher rates allow the bank to charge more for lending, enhancing overall profitability, provided the loan demand remains stable.

SNB should prioritise developing new financial products customised to different interest rate environments in response to fluctuating interest rates. This could include adjustable-rate loans, high-yield savings accounts, and investment products that hedge against interest rate risks (Bank of England, 2024). By diversifying its product offerings, SNB can better meet customer needs, attract new clients, and maintain profitability despite changes in the interest rate landscape.

Impact of Inflation on SNB

Higher inflation can erode the purchasing power of customers, making it more difficult for them to repay loans. This can increase the risk of defaults and impact SNB’s loan portfolio quality ( Oner, 2019). In addition, inflation can lead to higher operational costs for SNB, including increased expenses for salaries, utilities, and other administrative costs. This can reduce overall profitability if not managed effectively.

SNB should prioritise enhancing cost management and operational efficiency in response to rising inflation. This could involve implementing cost-saving measures, optimising resource allocation, and using technology to automate processes (Boys, 2024). By reducing operational expenses and improving efficiency, SNB can mitigate the impact of inflation on its profitability and maintain financial stability.

Impact of Social Factors on SNB

Social factors, such as cultural expectations and norms, significantly influence SNB’s operations. The bank must align its services and customer interactions with the cultural values and practices prevalent in Saudi Arabia to ensure customer satisfaction and loyalty ( Battista, 2024). In addition, changes in demographics, such as a growing youth population, impact SNB’s product offerings. The bank must develop innovative financial products and services catering to younger generations’ preferences and technological savviness.

In response to demographic changes and cultural expectations, SNB should prioritise developing new financial products customised to the younger generation’s preferences. This could include digital banking solutions, mobile payment options, and investment products that align with younger customers’ values and technological savviness. Focusing on innovation and cultural alignment can help SNB attract and retain a growing customer base, ensuring long-term growth and relevance in the market (CIPD, 2013).

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AI-Driven Learning and Development Platforms: These platforms can personalise training programs for employees at SNB by analysing their skills, performance data, and career goals. AI can recommend specific courses, modules, and learning paths customised to individual needs, ensuring that employees receive relevant and effective training (CIPD, 2020). These platforms can significantly enhance employee skill development by providing personalised training programs. This ensures that employees at SNB receive relevant and effective training, leading to a more skilled and capable workforce. However, there is a risk of data privacy concerns as sensitive employee information is analysed. Ensuring robust data protection measures is crucial to mitigate this risk.

AI-Driven Employee Engagement Platforms: These platforms can enhance employee engagement and satisfaction at SNB by providing personalised feedback, monitoring employee sentiment, and suggesting customised development programs. AI can analyse employee interactions and feedback to identify trends and areas for improvement, enabling HR professionals to proactively address issues and foster a positive work environment (CIPD, 2013b). However, over-reliance on AI might overlook the human element in employee relations. Balancing AI insights with human judgment is essential to maintain genuine employee connections.

Impact of AI Technologies on Working Practices

The AI-driven learning and development platforms customise learning paths to the individual needs of employees, significantly enhancing skill development and supporting career growth. This ensures that each employee at SNB receives training that is directly relevant to their role and aspirations. In addition, by automating the identification of skill gaps and training needs, these platforms save considerable time for HR professionals (CIPD, n.d). This allows them to focus on more strategic tasks rather than manual assessments. However, over-reliance on AI might reduce the emphasis on human judgment in training decisions.

On the other hand, AI-driven employee engagement platforms can identify and address employee concerns early, significantly improving overall satisfaction. By monitoring sentiment and providing timely feedback, SNB can create a more responsive and supportive work environment (CIPD, 2017). However, ensuring seamless integration with existing systems and processes can be complex. Effective implementation requires careful planning and coordination to avoid disruptions and maximise the benefits of the new technology.

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Charles Handy’s model of organisational culture identifies four distinct types of cultures within an organisation: Power, Role, Task, and Person cultures. Power culture is centralised around a few key individuals who hold decision-making power. This culture is characterised by swift decision-making but can lead to favouritism and lack of innovation. Clearly, delineated roles and responsibilities define role culture. Stability and predictability are its strengths, but it can become bureaucratic and resistant to change. As per Abdala et al. (2021), task culture focuses on teamwork and project-based tasks. Here, flexibility and innovation are encouraged, making it suitable for dynamic environments. A person’s culture prioritises individual needs over organisational goals. This can foster creativity but may lead to a lack of cohesion and direction. Handy’s model helps practitioners understand organisational behaviour by identifying dominant cultural types and tailoring strategies to align with or transform these cultures for improved performance and employee satisfaction (CIPD, n.d. d ). For example, SNB’s task culture encourages project teamwork to enhance innovation and problem-solving skills.

David Rock’s SCARF theory

David Rock’s SCARF theory, introduced in 2008, identifies five domains that influence human social behaviour: Status, Certainty, Autonomy, Relatedness, and Fairness. According to Campbell et al. (2022), the status feature concerns how individuals perceive their relative importance compared to others. High status promotes engagement, while low status can lead to defensiveness. Certainty refers to the need for predictability and clear expectations. When people know what to expect, they are less stressed and more focused. Autonomy encompasses the perception of having authority over one’s surroundings and choices. Increased autonomy enhances motivation and satisfaction. Relatedness relates to feeling safe and trusted in social interactions. Building trust and positive relationships reduces anxiety and fosters cooperation. Fairness is concerned with the perception of equitable treatment. Fairness promotes trust and reduces resistance. For HR professionals at SNB, understanding SCARF helps HR design strategies that enhance employee engagement and productivity (Taylor & Woodhams, 2022). For instance, providing clear project goals (certainty) and involving employees in decision-making (autonomy) can boost morale and performance.

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At SNB, employee selection has a significant impact on its organisational culture. The bank encourages a culture of trust, collaboration, and innovation by carefully choosing candidates who align with SNB’s core values and mission. This alignment ensures that new hires contribute positively to the existing culture, enhancing employee morale and motivation. Selecting employees who resonate with SNB’s culture promotes a cohesive work environment, leading to higher engagement and productivity (CIPD, n.d. b). For instance, hiring individuals who prioritise customer service can strengthen SNB’s reputation for excellent client relations. However, a stringent selection process might limit diversity, potentially stifling creativity and innovation. Overemphasis on cultural fit could lead to homogeneity, where differing perspectives are undervalued (CIPD, n.d. e). At SNB, the emphasis on hiring candidates with strong ethical standards has cultivated a culture of integrity and accountability. This focus has positively impacted employee behaviour, encouraging responsibility and trust within the organisation.

Impact of Employee Selection on Organisational Behaviour

Employee selection significantly influences organisational behaviour. By hiring individuals whose values align with SNB’s behaviour, the bank reinforces its core beliefs and fosters a cohesive work environment. This alignment can enhance staff trust, collaboration, and motivation, leading to a more engaged and productive workforce. According to a report by CIPD (2017b), the benefits of effective employee selection include increased staff morale, reduced turnover, and a positive impact on team dynamics. However, potential negatives include the risk of homogenising the workforce, which can limit diversity of thought and innovation. An overemphasis on cultural fit might lead to an echo chamber where new ideas are not as readily embraced. For instance, if SNB hires primarily individuals who are highly similar in background and thought, it might miss out on diverse perspectives that could drive innovation and problem-solving. At SNB, the focus on ethical hiring has led to a workforce that upholds high standards of conduct (SNB, n.d.). This has positively influenced organisational behaviour, promoting a culture of accountability and mutual respect among employees.

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