(a) Organic and Mechanistic Structure [5 Marks]

Mechanistic Structure: A rigid, hierarchical design with centralized decision-making, standardized procedures, and clear chains of command. Suitable for stable environments, like traditional Ghanaian banks during routine operations under BoG’s strict compliance rules. Example: GCB Bank’s pre-digital era structure, where top-down control ensured adherence to Act 930 but limited flexibility.

Organic Structure: Flexible, decentralized with fluid roles, encouraging innovation and adaptability. Ideal for dynamic settings, such as post-DDEP fintech adoption in Ghana. Example: Ecobank Ghana’s agile teams for cyber security, allowing quick responses to BoG’s 2020 Directive, enhancing resilience.

(b) Network Organization [5 Marks]

A network organization is a flexible alliance of independent entities collaborating for mutual benefit, often virtually, to leverage specialized skills without traditional hierarchies. In Ghana’s banking, this involves partnerships with fintech firms under the Payment Systems and Services Act, 2019. Example: Stanbic Bank Ghana networking with mobile money providers like MTN for seamless services, reducing costs and expanding reach while complying with BoG outsourcing regulations, as seen in post-cleanup collaborations.

(c) Business Process Re-engineering (BPR) [5 Marks]

BPR involves radical redesign of core processes to achieve dramatic improvements in performance, cost, and quality, often using technology. In Ghanaian insurance or banking, it’s applied to streamline operations amid economic challenges. Example: Access Bank Ghana’s BPR during recapitalization, automating loan approvals to align with BoG’s Liquidity Guidelines, cutting processing time by 50% and minimizing risks from manual errors post-2019 cleanup.

(d) Benchmarking [5 Marks]

Benchmarking is comparing business processes and performance metrics to industry best practices to identify improvements. In Ghana’s financial sector, it’s used for compliance and competitiveness. Example: GCB Bank benchmarking risk management against global standards like Basel III, adapted via BoG directives, to enhance capital adequacy after DDEP, leading to better governance and profitability through identified gaps in peer comparisons like Barclays.

(e) Employee Empowerment [5 Marks]

Employee empowerment grants staff authority, resources, and autonomy to make decisions, boosting motivation and innovation. Aligned with BoG’s Corporate Governance Directive, it fosters ethical practices in Ghanaian banks. Example: Ecobank Ghana empowering branch managers to approve small loans within limits, improving customer service and operational efficiency, as evidenced in faster response times during digital banking shifts, reducing bureaucratic delays.