(a) Organizing is the managerial function of arranging resources, tasks, and people into a structured framework to achieve objectives efficiently. It involves dynamic processes like delegating authority and coordinating activities, essential in Ghanaian banks for implementing strategies post-DDEP.

Organization, conversely, refers to the resulting entity or structure from the organizing process—a formal system of roles, relationships, and hierarchies. While organizing is the action (e.g., restructuring departments), organization is the static outcome (e.g., the bank’s hierarchical chart compliant with BoG’s governance directives).

The key differentiation: Organizing is a verb/process focused on setup and adaptation, whereas organization is a noun/entity representing the established framework.

(b) When designing an organizational structure for a named bank like GCB Bank Ghana, consider these five elements:

• Span of control: Determines how many subordinates a manager oversees; a narrow span ensures better supervision in compliance-heavy areas like risk management under BoG’s directives.
• Centralization vs. decentralization: Balances decision-making; decentralizing branches empowers local managers for faster customer service while centralizing strategic decisions for BoG compliance.
• Departmentalization: Groups functions (e.g., by product like retail banking or geography); this aids efficiency in Ghana’s diverse market, aligning with operational risk standards.
• Chain of command: Establishes clear authority lines; crucial for accountability in governance, preventing issues like those in 2017 bank collapses.
• Formalization: Level of rules and procedures; high formalization ensures adherence to BoG’s Liquidity Risk Management Guidelines, reducing errors.

(c) Five benefits of organizational structure in a bank:

• Clarity in roles and responsibilities: Reduces confusion, enhancing efficiency in daily operations like lending, compliant with Act 930.
• Improved coordination: Facilitates seamless collaboration across departments, vital for integrated risk management under Basel II/III.
• Enhanced decision-making: Hierarchical structure speeds up approvals while allowing delegation, supporting agility in volatile economies like Ghana’s post-2025 recovery.
• Better resource allocation: Ensures optimal use of capital and human resources, meeting BoG’s recapitalization requirements.
• Scalability and adaptability: Allows for growth, such as expanding digital branches, while maintaining governance as per Corporate Governance Directive 2018.