THE IMPACT OF INFORMATION AND COMMUNICATION TECHNOLOGY ON MODERN BANKING OPERATIONS IN NIGERIA A CASE STUDY OF TEN SELECTED UNITED BANK FOR AFRICA (UBA) PLC. IN DELTA STATE.
- Project Research
- 1-5 Chapters
- Abstract : Available
- Table of Content: Available
- Reference Style: APA
- Recommended for : Student Researchers
- NGN 3000
STATEMENT OF PROBLEM
Businesses need to continuously find better and fast ways to adapt to the competitive market place in order to compete in today’s high technology and fast pace environment. Learning organizations provide a framework that encourages finding better and fast ways to adapt in today’s high technology and fast paced world by:
- Looking at the whole pants, a systematic perspective.
- Detecting and correcting errors.
- Improving actions through knowledge, and
- Developing the broad skills of their work force.
These days’ computers and information processing are everywhere. Computers influence what decisions made, when decisions are made, what information is available at the point of decision and who is asked to decide. Computers and information processing affect how work is organized and how employees feel about work. Information and computer is pervasive. The essential element of management is information processing and thus information technology systems are expected to heavily influence management and business operation and as such the main trust of this research work is to investigate the extent of this influence with special focus on modern banking operations in Nigeria.
OBJECTIVE OF THE STUDY
The general purpose of this study is to examine the impact of information and communication on modern day’s banking in Nigeria.
Specifically, the study aims to:
- Evaluate the impact of information and communication technology on the operation of modern days banking in Nigeria.
- Examine the effect of information communication technology on bank-customer relationship.
- Identify barriers to efficient information and communication technology system within a financial institution.
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