Information Systems in Organizations - Coursework Example

Information Systems in Organizations Table of Contents Overview 4 Task Understanding the Information Needs of Different Functional Areas of the RBS Organisation 4 a)Different Functional Areas of the RBS Group 4 b) Levels of Authority within the RBS Organisation 7 c) Information Needs of the RBS 9 Task 2: Comparing the Different Information Systems that are Suitable for the Different Functional Areas of the RBS Organisation 13 2 a. Major Types of Information System Potentially Available for use in the RBS Organisation 13 Enterprise Resource Planning (ERP) 13 Composite Information System (CIS) 14 2 b. Current Trends in Information Systems to Solve Problems in Business Organisations 15 Material Management Information System 16 Information and Communication Technology (ICT) 16 2 c. Suitability of the Different Types of Information Systems 17 Evaluating Suitability of ERP in RBS 17 Evaluating Suitability of CIS in RBS 18 Task 3: Producing Management Information in the RBS Organisation and Alternative Methods of Problem Solving 20 3 a. Generating Valid, Accurate and Useful Information to Research Sales Business Performance at RBS 20 3 b. Realistic Sales Performance Management Information of RBS and Demonstrating Effective Recommendation 22 Innovative and More Competitive Product/Service 23 Responsible Governance Structure 23 3 c. Sales Performance Problems and Alternative Methods to Solve These Problems 23 3 d. Fishbone Diagram to Solve Sales Performance Problem 25 References 27 Overview The Royal Bank of Scotland Group plc (RBS) is regarded as a United Kingdom-based banking organisation which provides financial products and services. It is recognised as a public limited company which specialises in offering corporate banking, investment banking, insurance along with finance, private banking, credit card and mortgages among others. The headquarters of the company is located in Edinburgh. The company functions in the United Kingdom, Asia, Middle East, America and Europe, proving its service to over 30 million consumers in the entire world (The Royal Bank of Scotland Group Plc, 2012). Task 1) Understanding the Information Needs of Different Functional Areas of the RBS Organisation a) Different Functional Areas of the RBS Group In order to incorporate and address the varying customer needs, RBS has entailed different functional areas. These functional areas facilitate the organisation to deal with the ever-increasing global market place challenges prudently. The different functional areas are described below: Business Services: The service providers are the people who play a vital role in running the RBS Group, and keep the technological system of the bank operating. Moreover, they continue the branch network to process huge amount of payments worldwide, along with providing online services to consumers and guaranteeing them to be responsible for safety from fraud practices. The supporting functions of RBS entail human resources, communications, finance among others (The Royal Bank of Scotland Group, 2013; Royal Bank of Scotland, 2013). Finance: It operates for the RBS as a core element as it engages in a rich and diverse portfolio of its divisions and businesses globally which is very important for the company’s success. The finance department is committed to shape the future of the bank and is known for its expertise having specialist skills along with experience in its particular field (The Royal Bank of Scotland Group, 2013). Group Internal Audit: This functional department plays an important role in changing and evolving the business by providing complete assurance to its shareholders, board of directors, and the management committee who are responsible for the renovation of the banking system (The Royal Bank of Scotland Group, 2013). Human Resources: The team is responsible for recruitment, development and motivation of the staff consisting of 143,000 individuals. The HR department and the staff integrate together to support the consumers and communities they serve (The Royal Bank of Scotland Group, 2013). Operations (Markets and International Banking): This department looks after the entire range of products which includes money market, derivatives, foreign exchange, core equities, fixed income and futures. The team supports the end-to-end management almost for all the business related transactions. They also play a crucial role in delivering service to customers and providing competitive benefit for RBS (The Royal Bank of Scotland Group, 2013). Technology (Markets and International Banking): It is an aspect which provides infrastructural technology and required tools for Markets and International Banking business. This team is responsible to create solutions and co-operate with other close departments. It aids in trading across different time zones, transfer funds, circulate information and perform complex calculations (The Royal Bank of Scotland Group, 2013). Risk: Risk management plays an essential role in the stability of the bank. It includes market risk which involves identification, management along with reducing the risks that arise from price volatility in financial market. Credit risk covers the risk of the debtors who might default on payments whereas experts in operational and regulatory risk protect the company’s’ infrastructure as well as assets (The Royal Bank of Scotland Group, 2013). Technology Services: These services aid in transfer of information and communication worldwide. Moreover, they help in executing millions of transactions in various multiple time zones and allow the consumers to access their bank accounts from any location in the world. It is responsible for enhancing the infrastructural and developmental aspects of the company (The Royal Bank of Scotland Group, 2013). Communications and Marketing: This department works for the improvement and protection of the group’s repute. It is also responsible for public relations and media engagement along with internal communications (The Royal Bank of Scotland Group, 2013). b) Levels of Authority within the RBS Organisation Source: (Bloomberg L.P., 2013) The chairman Philip Hampton’s role in the organisation is to manage and give direction to the Board of Directors of the Royal Bank of Scotland Group through his efficient leadership and is accountable to the Board. He also acts as a medium of communication between the board and the management of the enterprise (Bloomberg L.P., 2013; Sterling Resources Ltd. n.d.). The key difference between the role of the Chairman and the Chief Executive Officer (CEO) is that the Chairman is not directly dependent to the management. Moreover, he has no concern or business relationship that would interfere the Chairman’s judgement and various interests resulting from the enterprise remuneration and shareholdings (Bloomberg L.P., 2013; Sterling Resources Ltd. n.d.). To be specific, his duty is to give advice to the CEO, keep in touch with the activities of the enterprise, to make sure that the Directors are given appropriate information to make judgements. Correspondingly, he has to set agendas for meetings of the Board and make recommendations to the board regarding its effectiveness. On the whole, Philip Hampton’s role of authority is to set the objectives and priorities to enhance its business globally (Bloomberg L.P., 2013; Sterling Resources Ltd. n.d.). Ross McEwann, who is the CEO of the organisation, has the authority to lead, develop and execute the long-term strategy and focus on creating shareholder’s value. His role too entails being directly responsible for the routine management decisions for implementing the long and short-term plans of the company (Bloomberg L.P., 2013; Sterling Resources Ltd. n.d.). Besides, to be specific, his role is to develop the company’s strategy, make sure that the company is properly staffed, organised and to see that the expenditures do not exceed the annual budget of the organisation. He also has to determine the potential risks relating to the business and make sure that the risks are being examined and managed efficiently. He should ensure high standards of social responsibility, corporate citizenship and look forward for good integrity establishments to all public disclosures made by the company (Bloomberg L.P., 2013; Sterling Resources Ltd. n.d.). Ron Teerlink, who is the Chief Administrative Officer of RBSG, has the responsibility of communication and development of managerial support policies, along with handling and coordinating tasks between various departments. He also has to develop responsibilities and policies among subordinates and set the main directive rules and functions of the company (Bloomberg L.P., 2013; DegreeDirectory.org, n.d.). Robert Waugh, the Chief Investment Officer (CIO) is responsible for supervising the business investment, identifying potential investment and sourcing of debt financing relation. Moreover, he has to administer transactional closing and manage investment group (Bloomberg L.P., 2013; CFA Institute. n.d.). Another level of authority of Human Resources Department (HRD) in the organisation includes contributing to various strategy decisions, helping executive strategy, giving ideas and tasks to management team, thus enacting as a catalyst for revolution. An HR provides help for executing strategy and also has to support departments such as Research & Development (R&D) and operations as well as prepare the human resources to deal with challenges regarding change, performance and talent (Bloomberg L.P., 2013). c) Information Needs of the RBS RBS’s, business services provide a varied range of high value services to the consumers engaged with the different procedures of the RBS Group. The model delivers a competitive advantage for the company giving mutual platforms and processes for multiple brands. It is considered as a hub for providing services to various divisions across the globe along with multiple complex levels extending from M&A, derivatives and securities processing, sector advisory, credit trading, balance sheet preparation, equity research and sector advisory (The Royal Bank of Scotland Group plc, 2013). Finance is responsible for reporting the external performance and financial situation. The information needs for the finance section of the organisation vary as the concerned authorities seek effective and prudent management of balance sheet resources, which plays a vital centralised role in participation of the company and is highly rated by the shareholders external reporting. The derived prudent information also aids RBS to manage the right portfolio of its business for developing the Group’s strategy and executing disposal and acquisitions. Asset finance could be a solution for company’s financial needs that can provide a link for easy arrangement of asset finance. Financial risk includes exposure to the world of financial market which includes changing currency standards, interest rate level and market price of stock (The Royal Bank of Scotland Group plc, 2013). Financial services provide a detailed understanding of customers’ exposure to the market. It also helps in mitigation of risk that aids in delivering value-added strategies and long-term goals across various ranges of maturities and currencies along with value-added ideas, consistency, creativity and attractive pricing. These services also help in providing a wide range of applications and tools together with exotic structures (The Royal Bank of Scotland Group plc, 2013). Risk management information looks after the group’s reputation, its current performance along with its future success. It facilitates to deliver risk appetite outlines for the staff to implement the outlines in its regard. It further helps to reduce the balance sheet information to make sure that all divisions of work are within the decided risk appetite. It also facilitates in bringing behavioural change and increasing the performance of the management (The Royal Bank of Scotland Group plc, 2013; The Royal Bank of Scotland International Limited, 2014). Human resource information aids in the establishment of RBS to a really competent bank that would assist the customers effectively and would also make it clearer to the staff about its vision, values and purpose. The information has enabled to perform and pace the different activities in a really intense manner and embed the culture of meeting the customers’ priorities first. Moreover, the information supports to implement the strategic group plan, which includes disposing the Non-Core business that would act as a part of making the balance sheet better. The policy makes it clearer to managers to know the expectation from them (The Royal Bank of Scotland Group plc, 2013; SHRM, 2009). The Group Internal Audit including legal and regulatory affairs provide information to set the policies with which the group can deliver expected returns to its shareholders. The Group Internal Audit operates commercially but retains its independent judgement that can drive a culture to provide regulatory and legal obedience for good governance in order to safeguard the Group’s franchises (The Royal Bank of Scotland Group plc, 2013). Group communication and marketing manages the relationship with the shareholders and its consumers, which helps the employees to keep them informed regarding the various developmental traits in the business. It makes the officials and the shareholders understand the business and its plans (The Royal Bank of Scotland Group plc, 2013). Task 2: Comparing the Different Information Systems that are Suitable for the Different Functional Areas of the RBS Organisation 2 a. Major Types of Information System Potentially Available for use in the RBS Organisation In relation to the rapidly growing competition in the global banking and financial business industry, the integration of advanced information system has been recognised to achieve greater interests. According to the present day context, organisations are often observed to implement various types of major information systems in order to make the business performance more efficient and gain competitive position with reducing the potential risks. With the greater pace of technological advancements, the organisations especially from the banking and financial service industry are utilising a number of effective information systems to refurbish their business performance. In this regard, few of the major types of information systems potentially available for use in the RBS organisation have been demonstrated in the following discussion. Enterprise Resource Planning (ERP) Enterprise Resource Planning (ERP) can be duly considered as one of the highly effective and widely accepted Management Information System (MIS) tools for the modern organisations. In relation to the rapidly competitive environment of the global banking and financial business industry, the execution of an effective ERP framework would facilitate RBS to increase its operational and management performance. ERP is regarded as one of the major tools of MIS which tends to support the integrated management process, staff along with various other functional areas of an organisation. It is an effective multi-dimensional and transaction based application program of software that enables the modern organisations to manage and control different functional aspects of business (Fosser & et. al., 2008). Therefore, the implementation of ERP would increase the performance of the each individual staff in terms of searching organisational information, booking records along with different administrative functions of the organisation. It would also help the managers of the financial institutions to proactively monitor the performance of each individual staff and improve their performance as well. Composite Information System (CIS) The Composite Information System (CIS) can be referred as an effective methodology that helps the organisations to plot strategic applications into effective and most appropriate solution with the help of information technology and organisational theory. The methodology is often considered as a system that aids the organisations from any respective business industry to critically identify various types of organisational and technical obstacles. The typical framework of an effective CIS methodology incorporates independent system elements that enable the organisation to determine business constrains located in different divisions of the organisation (Rincon, 1987). The primary purpose of the CIS methodology is to provide assistance to the organisation in terms of finding technical solution in order to build effective interconnectivity among the disparate operational and managerial systems. In this process, the framework helps the marketers to reduce a feasible amount of internal costs through exploiting and managing organisational resources. Furthermore, in various cases, the system also tends to provide adequate support in terms of increasing operational efficiency by reducing various types of system related errors (Rincon, 1987). 2 b. Current Trends in Information Systems to Solve Problems in Business Organisations The intervention of advanced technological aspects has long been experienced to increase the organisational performance along with enabling obtain competitive position in the markets. In relation to the business strategies of the modern organisations, the marketers are highly motivated to emphasise the integration of well-build and advanced information system in order to make the organisational process more efficient and easily achieve their range of business objectives and goals (Wigand & et. al., 2003). The current trend in the information system is highly influenced by the continuous innovation of different technological frameworks. The organisations generally seek to effectively implement the advanced information system frameworks and tools to satisfy the needs associated with strategic planning, operational control, management control along with transaction processing functions of the organisation (Ismail, 2013). With respect to the recent development of information system implemented in the operational and management functions of RBS, the organisation tends to incorporate effective information system frameworks and tools. From the recent observation regarding the intervention of information system, it has been observed that the organisation tends to incorporate an effective set of MIS frameworks in order to streamline its range of financial and banking business operations. Material Management Information System Material Management Information System (MMIS) can be considered as one of the effective and most successful frameworks for the organisation. The framework helps the organisation to efficiently manage, support and control its number of operational activities. The major purpose regarding the deployment of MMIS is to encompass operational activities that are included during the process of loan along with deposit origination, generating accounts and various functions associated with portfolio management of RBS. Moreover, the MMIS framework of the organisation also ensures to streamline operational efficiency in trading and investment management; accounting and finance along with different types of activities associated with risk management functions of the organisation. The system has also been identified to play an essential role in terms of streamlining customer analytic related activities and it also helps the executive members to perform different reporting operations regarding the financial and operational performance of the each individual group of RBS (RBS Group Plc, 2013). Information and Communication Technology (ICT) The Information and Communication Technology (ICT) can also be regarded as one of the major and most successful information systems for RBS. In relation to the recent trend of the ICTs, the framework has been apparently observed to aid in efficiently performing the operational and management functions that are generally executed in different business groups of the organisation. In relation to the recent business functions, the organisation tends to offer a range of financial and banking services through its exceptional set of ICT systems and ensure to minimise cost and time required for each operational process. Moreover, the technological services provided by RBS also enable the organisation to meet the desired expectations of the stakeholders and help to build strong position in the global financial and banking industry (RBS Group Plc, 2013). 2 c. Suitability of the Different Types of Information Systems Evaluating Suitability of ERP in RBS In relation to the operational and management strategies of RBS, it has been recognised that the organisation is highly motivated to integrate advanced information systems as the business functions of the organisation highly involve major complexities regarding the investment and portfolio management activities. In this regard, the implementation of an effective ERP framework would enable RBS to gain significant leverage over each functional area associated with different business divisions of the company (Fosser & et. al., 2008). An effective ERP system includes a range of features and functional attributes for manufacturing management, accounting, customer relationship management and Human Resource Management (HRM) of the organisations from manufacturing or service providing business industry. From the perspective of the contemporary manufacturing firms, the integration of ERP system tends to ensure adequate support to the organisation in terms of dealing with different challenges. Therefore, the integration of this particular approach would enable RBS to increase productivity, improve the process of effective utilisation of the organisational resources along with developing quality based products at significantly lower cost (Fosser & et. al., 2008). In addition, the execution of ERP system also would ensure to develop variety of products/services, modernise the delivery of products/services along with managing cost driving factors and delivery schedules. Additionally, the system enables the organisations to accelerate the level of innovation and also tends to ensure acceptable compliance with the corporate standards, policies and organisational regulations (O’Leary, 2004). In this regard, it can be stated that the incorporation of an effective framework of ERP in RBS would enable the organisation to improve its sustainability along with competitive position in the global financial and banking industry (Ismail, 2013; Fosser & et. al, 2008). Evaluating Suitability of CIS in RBS With reference to the foregoing discussion, it has been apparently observed that RBS incorporates independent system elements that are likely to encompass each functional area of a particular organisation. In this process, the framework enables the organisation to effectively align strategic goals with technological innovation along with the existing organisational structure. Thus, the integration of CIS would improve the strategic directions of RBS to effectively recognise any type of technological issues associated with the financial and banking services provided by the organisation. Moreover, the methodology would also facilitate RBS to manage obstacles in connecting independently designed system as it significantly enables organisations to recognise potential complexities among different functional units. In this context, the incorporation of CIS in the financial and banking service operations would increase the performance of RBS and enable the organisation to achieve competitive advantage in the respective industry (Rincon, 1987). The concept of CIS also involves a number of efficient aspects that enable companies to discover organisational and technical solution along with helping them to build interconnectivity among the software applications, dissimilar hardware components and heterogeneous database systems. In this regard, the organisations are likely to involve issues associated with communication gap among the groups, a lack of standards and higher level of departmental autonomy. These complications can jeopardise the operational level activities and impose considerable difficulties regarding the organisational performance. Therefore, the effective integration of CIS can enable the organisation to efficiently build relationship among the various technological attributes and align them in line with the strategic goals of the organisation. In this context, the integration of CIS would facilitate RBS to improve its different technological attributes and execute different financial and banking services efficiently. The following graphical illustration depicts the top-down approach of CIS and its relationship building process (Rincon, 1987). Fig: Composite Information System Structure Source: (Rincon, 1987) Task 3: Producing Management Information in the RBS Organisation and Alternative Methods of Problem Solving 3 a. Generating Valid, Accurate and Useful Information to Research Sales Business Performance at RBS According to the past sales performance record of RBS, the organisation has been observed to achieve sustainable growth in terms of earning revenue along with flourishing sales performance in the global financial and banking markets. In order to generate a set of effective information, the critical assessment of the past annual reports and financial statements would provide adequate insights to identify sales business performance problems at RBS. With reference to the financial statements of the year 2008, it has been recognised that the organisation has gained significant sales growth from its global retail banking operations across the different overseas markets. In this context, the approach of linking people across the financial activities, sales and customer service performance metrics by integrating within a single lens was identified to increase performance of RBS to gain its business performance in the year of 2007-2008 (Groysberg & Sherman, 2008). Moreover, the sales performance related activities of the organization has also been identified to face certain challenges. In this context, it is determined that the comparative analysis of the annual reports and financial statement of the company has provided considerable support to deal with various types of issues associated with sales performance of RBS. From the observation, it has been critically identified that the cost leadership strategy has provided significant support to the organisation in terms of maximising profit through minimising the organisational costs that are executed in different processes including procurement, manufacturing, sales and marketing among other activities. In relation to RBS Group, it has been identified that cost control and management strategy enables the company to achieve desired goals of its return on equity (Groysberg & Sherman, 2008). 3 b. Realistic Sales Performance Management Information of RBS and Demonstrating Effective Recommendation Fig: Consolidated Sales Statement for the Year Ended December 31, 2012 Source: (The Royal Bank of Scotland Group plc, 2013) With reference to the financial statement of the company, the sales performance of the RBS displays a significant difference regarding the annual income of the organisation. In relation to the sales statement of the last 12 months, the organisation has experienced significant loss with respect to its annual sales performance as compared to income level of the year 2011 and 2010. In this context, the following recommendation would help the senior and middle level management executives to take effective decisions concerning the sales performance (The Royal Bank of Scotland Group plc, 2013). Innovative and More Competitive Product/Service The continuous formulation of new banking and financial products/services in line with the changing economic trend can enable RBS Group to proactively address the potential difficulties raised by the market development strategies of the organisation. As the market development strategy highly focuses towards targeting new market for the existing products/service of the organisation, it can also negatively have an impact on the organisational values and competitive position. Therefore, the continuous innovation of the financial services along with making them more authentic for customers from different income groups can enable the organisation to successfully implement its market development strategy. Responsible Governance Structure In relation to the constraint associated with adequate disclosure of financial performance, the strategy of building responsible governance structure can improve the annual disclosure of the organisation. In this regard, building of strong and more responsible governance structure would enable RBS to restore confidence and reliance with the major group of stakeholders and enhance the value of the organisation. 3 c. Sales Performance Problems and Alternative Methods to Solve These Problems RBS has been lacking a defined sales process as a result of which it is failing to leverage its future sales due to its existing relationship with its customers who are deemed to be unsatisfied with the bank’s problematic services to a certain extent which has evidently been witnessed from its dipping sales performance. It is also been determined that associated banks with RBS such as Natwest Bank and Ulster Bank consumers very recently on 2nd December’ 2013 (Monday) were not able to use their debit and credit card and were incapable to make payments online. A few customers also admitted that funds were getting vanished from their account (BBC, 2013; SPC International, Inc., 2005). Correspondingly, it is also failing to use a proper sales management process which makes it difficult for the bank to communicate with its customers and meet their expectations. In relation to this scenario, market share of lending stock has tumbled as it has not won enough new business to maintain its market share. Besides, repayment to RBS had increased in 2012 which makes it more difficult for the company to have a net lending position which is positive. It is also forecasted that RBS’s share of lending the available stock will decline by the year 2018, and the reason for its decline is due to Non-Core and Marketable Real Estate. It has also been observed that RBS lost its competitiveness in various segments from 2010 to 2012. Apparently, consumers have not felt any kind of improvements the bank has made. It has also not been effective in managing the consumers’ expectations and their shareholders (SPC International, Inc., 2005). RBS has developed certain recommendations to solve the problems it’s facing which include focusing on building competencies of business developments which would enhance the performance aspect of the firm. Furthermore, it has to streamline and simplify the framework through which lending decisions would be designed. It also has to put stress on the primary lending objectives. On the contrary, the corporation has to make sure that there is logic in business strategy, lending purposes and constraints along with ensuring that the outlines of responsibility are clear, simple that eases organisational fragmentation. The bank also has to stress on increased productivity, improved customer experience by understanding and gathering the feedback of consumers, making proper distribution of resources, developing confidence to lend and improve communication approach (RBS, 2013). 3 d. Fishbone Diagram to Solve Sales Performance Problem According to the observation, developing the business services prospects in the bank is one of the most vital requirements to solve its sales performance problem. This is owing to the reason that it is evidently understandable that maintaining customer relationship is very important for the bank to enhance its sales. It is the most effective tool to solve the problem as when the bank understands the customer requirements and their expectations, they can easily build a strategy to meet their necessities and the management can communicate it to the entire group. It has also been considered to improve the customer experience regarding the services provided by the bank which would create a sense of reliability towards the bank and its services. It also has to take into consideration the customer priorities and preferences and take a regular feedback from the customers regarding their services along with the products offered. Furthermore, it has been determined that if the bank creates an innovative service providing solution for its customers, the sales performance problem would diminish and the company would earn profits along with satisfying its customers. Conclusively, it can be affirmed that fishbone diagram as a tool is extremely effective in this regard as this method facilitates the exploration of varied kinds of causes. It also encourages creativity through a thinking process. Therefore, instead of any alternative method, the use of fishbone diagram can be beneficial for the organisation. References BBC, 2013. The Boss Of RBS Has Admitted The Bank "Has To Do Better" Amid A Day Of Disruption For Many Customers Following A Computer Failure. RBS Must Do Better After Payment Fault, Says Boss. [Online] Available at: http://www.bbc.co.uk/news/business-25193884 [Accessed January 16, 2014]. Bloomberg L.P., 2013. Key Executives for Royal Bank of Scotland Group PLC (RBS). Royal Bank of Scotland Group PLC. [Online] Available at: http://www.bloomberg.com/quote/RBS:LN/profile [Accessed January 16, 2014]. CFA Institute. No Date. Chief Investment Officer. Principal Duties and Responsibilities. [Online] Available at: http://cfasociety.org/orangecounty/Job%20Listings/Chief%20Investment%20Officer-N.%20San%20Diego.pdf [Accessed January 16, 2014]. DegreeDirectory.org. No Date. Chief Administrative Officer Duties and Responsibilities. What Duties Might I Have as a Chief Administrative Officer? [Online] Available at: http://degreedirectory.org/articles/Chief_Administrative_Officer_Duties_and_Responsibilities_FAQs.html [Accessed January 16, 2014]. Fosser, E. & et. al., 2008. ERP Systems and Competitive Advantage: Some Initial Results. University of Copenhagen, pp. 1-13. Groysberg, B. & Sherman, E., 2008. The Royal Bank of Scotland Group: The Human Capital Strategy. Harvard Business School, pp. 1-34. Ismail, S. T., 2011. The Role of Marketing Information System on Decision Making "An Applied study on Royal Jordanian Air Lines (RJA)." International Journal of Business and Social Science, Vol. 2, No. 3, pp. 175-185. RBS Group Plc, 2013. RBS Group pic Resolution Plan & RBS Citizens, N.A. Resolution Plan. Material Management Information System. [Online] Available at: http://www.federalreserve.gov/bankinforeg/resolution-plans/rbs-2g-20130701.pdf [Accessed January 15, 2014]. Rincon, M. N., 1987. Integrating Systems for Financial Institutions Services Using Composite Information System. The CIS Concept. [Online] Available at: http://dspace.mit.edu/bitstream/handle/1721.1/61044/17815868.pdf?sequence=1 [Accessed January 15, 2014]. RBS, 2013. RBS Independent Lending Review. Summary And Recommendations. [Online] Available at: http://www.independentlendingreview.co.uk/RBSILRSummary_and_Recommendations.pdf [Accessed January 16, 2014]. Royal Bank of Scotland, 2013. Our Functions. About Us. [Online] Available at: http://www.rbs.com/about/structure-of-business.html [Accessed January 16, 2014]. SHRM, 2009. Roles And Structure of HR BPS. Corporate Research Forum. [Online] Available at: http://www.shrm.org/publications/hrmagazine/editorialcontent/2010/0910/publishingimages/crfreseach.pdf [Accessed January 16, 2014]. SPC International, Inc., 2005. Sales Sustainability™ – The 10 Most Common Sales Problems. Direct Sales Leadership And Execution. [Online] Available at: http://www.contractsalesforce.com/papers/SPC_CommonSalesPerformanceProblems.pdf [Accessed January 16, 2014]. Sterling Resources Ltd. No Date. Chief Executive Officer. Roles And Responsibilities. [Online] Available at: http://www.sterling-resources.com/docs/RolesAndRespCEO.pdf [Accessed January 16, 2014]. Sterling Resources Ltd. No Date. Chairman. Roles and Responsibilities. [Online] Available at: http://www.sterling-resources.com/docs/RolesAndRespChair.pdf [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Business Services Leadership Programme. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/business-services-leadership-programme [Accessed January 16, 2014]. The Royal Bank of Scotland Group Plc, 2012. Annual Report and Accounts 2012. Download. [Online] Available at: http://www.investors.rbs.com/download/report/Annual_Report_2012.pdf [Accessed January 16, 2014]. The Royal Bank of Scotland International Limited, 2014. Key Services. Managing Financial Risk. [Online] Available at: http://www.rbsinternational.com/corporate/finance/g3/managing-financial-risk.ashx#tabs=section3 [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Finance. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/finance [Accessed January 16, 2014]. The Royal Bank of Scotland Group plc, 2013. Annual Report and Accounts 2012. Financial Statements. [Online] Available at: http://www.investors.rbs.com/download/pdf/Annual_Report_2012.pdf [Accessed January 15, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Group Internal Audit. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/group-internal-audit [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Human Resources. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/human-resources [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Operations (Markets and International Banking). [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/operations-m-and-ib- [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Technology (Markets and International Banking). [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/technology-m-and-ib- [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Risk. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/risk [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Technology Services. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/technology-services [Accessed January 16, 2014]. The Royal Bank of Scotland Group, 2013. What We Do. Communication and Marketing. [Online] Available at: https://www.rbsbankyoubuild.com/business-areas/specialist-careers/communications-and-marketing [Accessed January 16, 2014]. Wigand, R. T. & et. al., 2003. Introduction to Business Information Systems. Springer. Read More