Analysis of cash flow – way to assess the creditworthiness of the customer of a commercial bank, which is based on the use of actual indicators of turnover at the client during the reporting period. This method of analysis of cash flow is fundamentally different from the method of assessing creditworthiness of the customer on […]
Archives for the ‘Bank Management’ Category
Organizational function The number and variety of operations provides for strict compliance of the certain rules. One function can lead and manage of the projects of other functions in the bank, thus creating synergy.
In industry, data processing is part of the production, while in the banks, it is the essence of the entire production. Before the current time it took the development of 3 easy steps: 1. Beginning – data logging 2. Industrialization – large systems
Banks are required to manage the financial capital of their customers, and to manage the flow of data and updating them they requires close monitoring. Such a role is provided by the banking production. This activity has undergone considerable changes after the onset of electronic data processing systems, as well as a consequence of ever-increasing […]
Considering sociological and institutional aspects, changing habits requires awareness and understanding of each other and overcoming of cultural differences, often revealed by frequent communication difficulties between westerners and local bankers.
To successfully achieve a change, one still has to take into consideration social factors. For instance, a model of learning usually goes through three steps: – assimilation, e.g. integration of new knowledge, – accommodation, e.g. modification of behaviour,
After having presented the three main kinds of tools that can be used to support the change processes of C.I.S. banks (i. e. training, consultancy and twinning), we are able to summarize their respective strengths and relative weaknesses:
In the banks of the C.I.S. countries, it was often felt recently that a « bank to bank » approach would be more practical and efficient than a more conventional consultancy approach. The idea of partnership was very attractive. Twinning was then often viewed as probably the best way of providing training and help to support change, […]
We have seen that re-organisation, mergers and commercial improvement of C.I.S. banks are needed. Training may be useful to prepare such changes. It will seldom be sufficient in achieving such challenges. There is, thus, a need for external consultancy.
Anyhow, at least in the medium term, the support to change provided by training requires local trainers. In fact, qualified trainers are one of the most important resources for training centers. Having efficient local trainers becomes thus a major condition for to-morrow’s success. Even if exchange of trainers remains an accurate tool to enhance their […]