Analysis of Scotiabank’s Business Practices

Presents an analysis of the employee-client issues of Scotiabank, using Judith R. Gordon’s book as a reference.

This paper uses the ideas in Judith R. Gordon’s Organizational Behavior Management: a Diagnostic Approach to analyze the business practices of Scotiabank. The paper analyzes the human resources problems at the company that include poor internal communications, customer satisfaction, diversity, and employee satisfaction, and suggests measures that would help Scotiabank meet its diversity quotas and improve customer and employee satisfaction.
Scotiabank is among north America’s older financial institutions, commencing business in 1832, and also among Canada’s most international banks. The bank provides a variety of retail, commercial, corporate, investment and international banking services. With more than 2,000 offices in and branches in 50 Scotiabank boasted assets of an estimated $294 billion at the end of last year. In 2001 alone, Scotiabank also invested more than $20 million to charitable causes. Scotiabank employs nearly 51,000 persons worldwide, including employees hired by its affiliates.
Scotiabank’s core businesses include Domestic Banking, Wealth Management, International Banking and Scotia Capital. More recently Scotiabank has made advances in its domestic e-commerce operations through an e_commerce subsidiary, e_Scotia. Scotiabank’s Domestic Banking services deliver banking services and products aimed at Canadian businesses and households. To reach domestic customers and address personal and business banking needs, Scotiabank provides over 2,100 Automated Banking Machines, access to telephone, wireless and Internet banking, 4 call centers, a national network of more than 1,000 branches as well as commercial and business banking centers, and banking services available through WebTV in Canada.”