In industry, Data Processing is part of production whereas in banks it is the core of the whole production. So far, its development has gone through three stages: Starting: mechanisation, data registering Industrialisation: large systems
The number and the diversity of the operations imply strict execution procedures. One function can guide and even manage the projects of other functions in the bank and thus create synergies.
Generally, the marketing process in a bank has three different functions: — collection of information on the environment — financial objectives of the bank — possible evolution of market and consumer behaviour
Financial Function is to ensure the perenniality of the bank and keep it solvent; it has three main functions: To ensure that accounting information can be trusted and is in accordance with regulations: it is the accounting function.
Human resources department Life in a social unit like a bank is timed by the ins and outs of employees, internal mobility and promotion linked to career management, and also to a dialogue with social representatives.
To manage a bank, General Management depends on various functions: To check the respect of internal and external regulations To check the efficiency of procedures
Banks have the monopoly of the creation of means of payment necessary to the circulation of capital between economic agents. It can be cheques or credit-cards or even more sophisticated systems; their production and management are very complex and costly and need an adequate technological structure.
Presentation and evolution Because of diversity in the structures of credit institutions and in the Banking professions, it’s quite difficult to propose a simple and complete definition of what a bank is.
Another point is the underestimation of the necessity of modern personnel management and human resources development techniques for selection, training, motivation, promotion, of staff. C.I.S. bankers still have to be convinced that it is a key factor in today’s banking.
« The difficulties of C.I.S. banks come from their insufficient management know-how » (Hans Martens). In fact, we found there out-dated management practices which are incompatible with the requirements of effectiveness, efficiency and productivity. This, for instance, appeals for a necessary change of the traditional, either autocratic or bureaucratic leadership style.
