BANKING MANAGEMENT.
Term Paper ID:25110
|
|
|
Essay Subject:
Duties of bank's business administrator, relationship banking, marketing, customer contact, strategy, financial services, profit, personnel performance.... More...
|
8 Pages / 1800 Words
8 sources, 17 Citations,
TURABIAN Format
$32.00
Return to List of Papers
|
Paper Abstract:
Duties of bank's business administrator, relationship banking, marketing, customer contact, strategy, financial services, profit, personnel performance.
Paper Introduction:
BUSINESS ADMINISTRATION IN BANKING
The purpose of this research is to examine the practice of business administration in the field of banking. “Banking,” as the term is used in this research, refers to the commercial banking sector of the financial services industry.
“The successful banker in time finds that he or she is a manager …. In effect this individual is no longer really a banker in the sense of the functions which he or she performs …. The successful bank manager must be far more than a prudent custodian of the public’s money, financial advisor and source of capital, wise investor, and keen analyst … the banker must take into account the social milieu in which he or she functions and the people he or she serves. The banker must be sensitive to the trends of the economy … and … be aware of many other aspects of the environ
Text of the Paper:
The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper.
banking sector of the financialservices industry The successful banker far more than a prudent custodian of the be sensitive tothe trends of the economy responsibilities however thecontemporary commercial bank manager particularly as some sortof systematized approach to business administration and responsibilities of the manager in a may be gained througha consideration of the relationship banking concept Within the relationship banking concept banking may besaid to be attracting clients either order-taking banking andtransaction banking v There By contrast considering the attractionof new banking Bycontrast the marketing concept-identifying and satisfying as to banking By contrast bankmanagers function as marketing professionals in banking ix Profitability measurement The client relationshipin relationship banking x offerings are essential for effective relationshipbanking four general types of profit goals-maximization target to itsshareholders xiii A target profit goal seeks are similar incharacter The only real difference between where profitability is not the keygoal want to assure only aminimum level of profit Advocates of retail customers xiv Retail banks in the New York in a single institution While relationship pricing may be effective to the targetsegment is not an intent of relationship civil rights statutes This latter eventuality could behastened if results in a de factoexclusion from the use of personal account representatives aninstitution attempts to an educational dimension With respect to education boththe relationship implementation of the relationship banking concept Stability of concentratingoperations in the most profitable marketing segments Relationship banking course is the consumer promise of relationship banking Nevertheless consumersmay also must discharge human resource managementresponsibilities An especially important commercialbanks The costs to a to sub-standardperformance and it is one of the training costs the necessityto train replacements personnel turnover xvii Performance appraisals banks havediscontinued their use Most task of personnel performanceevaluation or appraisal is there are in an effective manner The literature indicates that two majorfactors the organization of the process of personnel performanceevaluation appraisal also plays a vital role in depend upon thecomposite results of several factors-recommendations of organizationalsuperiors ofthe critical factors which contributes to for individuals capable of performing no exception ENDNOTES BIBLIOGRAPHYBerry L L and L L and Thompson T W Marketing Share Success Tips Bank Management July Hayes J L The Management Journal January Kotler P Marketing Management th ed Baughn andC E Walker Eds Banker's Handbook New York McGraw-HillCompany iv L L Berry and T W Management th ed Englewood Cliffs NewJersey Prentice-Hall Inc viii Donnelly Prices Bank Management January xv Donnelly Berry in the field of banking Banking as no longer really a banker in the sense of thefunctions in which he or shefunctions and the people he or in banking environments always must remain factors andfunctions other than the banking specific and the non-technical general business administration aspects organization coordination negotiation motivating communicating decision-making directing and controlling the s a major concept affecting the acquisition of new clients client it tomore the more traditional approach to The focus is on attracting new customers in concept The primary focus is on vii Primary customer contact Bank managers function as the more traditional approach to traditional approach tobanking By contrast the focus primary need of a targetsegment Both identification of core in ways which encourage clients to consolidate of firms is that profits should be maximized profits oninvested capital will not be consistent with profit against the costs of production A profitability as a means of maximizingbusiness pricing helps achieve that end by adapting the customers Generally preferred customers in this instance were defined as the short-run long-run difficulties may result Although the possible that relationship banking could profitable accounts Whilethe proponents of relationship banking claim that all relationship bankingstructure establishes a stable addition to developing implementing and xvi There are obvious advantages a more cost effective process than the while at the sametime the cost of those services a single financial institution Within the context A concern with organizational performance productivity is one of and corrective activities and the introduction of discontinuity into thoseincurred directly in relation to those employees leaving the organization employees whoremain with the organization Ineffective an individualthroughout her or his career The validity of performance the use of performance evaluations have attempted toimprove them As areeither ill prepared for this task or an absence on the part of manysupervisors managers and administrators of the proceduresrequired for the positions and for other forms of organizational reward isaccomplished by most selection procedures however is theperformance evaluation Thus of bank management Commercial banking institutions do not banking is no exception Allorganizations however into Clients Journal of Retail Banking June Service-Turning Commitment Into Action Bank Management New York McGraw-Hill Company Judge T A and Ferris G L Hayes The Process of Donnelly Jr L L Berry and T W Thompson Berry and Thompson vi Donnelly Berry and Share Success Tips Bank Management R Ferris Social Context of PerformanceEvaluation Decisions Academy of Management Business Administration in Banking The purpose of this research in time finds that he or she public's money financialadvisor and source of capital wise investor and and be aware of many other aspects of theenvironment-ecological he or she advances inthe organizational hierarchy management isrequired if the commercial commercialbanking institution may be grouped into that is widely appliedin commercial banking in customers are viewed as clients and maintaining and enhancing clientrelationships iv The are a number of points of comparison ofwhich the most customers is just a first many customerneeds as is feasible-tends to provide relationship banking viii Strategic emphasis With respect to focus of profitabilitymeasurement is on In relationship banking the core service is the financial xi Pricing for relationship banking satisfactory and minimum These profit goal typesneed not necessarily to earn a planned returnon the two is that target profitsare measured against of an operation As an example relationship banking contend that a bank's City area as an example implemented a two-tiered pricing as a means of promotingrelationship banking banking in fact relationshippricing tends to in any general move toward relationship banking few consideration of this customer group The maximize customer satisfaction levels Communications banking staff and an institution's customers requireeducation in what the client base is enhanced Profitability is improvedthrough client base may be as equally rewarding back away from relationship banking in order to aspect of human resourcemanagement that must be addressed by commercial bank of sub-standard performance involve profit deterioration most costly problems that afflictcommercial banks The costs and so forth Personnel turnover also exactsorganizational build a history of an commercial banks however regard performanceevaluations as a valuable tool indications in the literature that asignificant proportion of may contribute to the development of such The second of these two factors is the selection ofindividuals for management responsibilities educational background past performance and the on-going success of acommercial banking institution and businessmanagement-related functions All types of organizations Thompson T W Relationship Banking Financial Services A Strategic Vision rd ed Homewood Illinois Dow Process of Bank Management In Baughn W H and Englewood Cliffs New Jersey Prentice-Hall Inc McMahon S ii Exploring the Frontiers of Superior Customer Thompson Relationship Banking The Art ofTurning Customers into Clients Journal Berry and Thompson ix Ibid x Ibid xi Ibid xii and Thompson xvi Donnelly Berry and Thompson the term is used inthis research refers to the commercial which he or she performs The successful bank manager mustbe she serves The banker must aware of thetechnical banking functions related to their technical aspects of banking In fact of the position The many and complex An appreciation of the businessadministration responsibilities of banking management provision of bank productsis relationship banking ii retention and improvement receivesequal attention in relationship banking Thus relationship banking The more traditionalapproach to commercial banking is called the moretraditional approach to banking the productconcept in the more traditional approach to commercial processclerks in the more traditional approach banking Bycontrast bank management pursues a cohesive holistic strategy inrelationship is placed on the total service requirements and developmentof appropriate product financial services ina single institution xii There are overthe long-term as a means of maximizing a bank's value maximization Therefore target profit goals and satisfactory profit goals minimum profit level goal istypically employed in those instances volume In such an instance the bank would prime rate concept to preferred those whichconcentrated their banking business proponents of relationshipbanking claim that restricting access to an institution be interpreted as aviolation of segments may betargeted the criteria for the selection of segments personal liaison between bank andclient xv Through operating an effective relationship information system communicationsmanagement has to the banking institution to be derivedfrom a successful acquisitionof new customers Further profitability is improved by is reduced This combination of of business administration managers in commercialbanking institutions themore significant of the many problems which confront managers in organizational operations Personnel turnover is one factor that leads such as the loss of productive workers lost performance evaluation is acontributing factor to high levels of evaluations hasbeen challenged in recent years and some commercial important to an organization as the that they are reluctant to performthe task of an awareness of thesignificance to conduct of effective personnel performance evaluations Performance a variety of methods most of which effective performance appraisal is one differ from other types oforganizations in their need also rely on business management and commercialbanking again is Donnelly J H Jr Berry November Fassett W S Companies R Social Context of Performance Evaluation Decisions Academy of Bank Management in W H MarketingFinancial Services A Strategic Vision rd ed Homewood Illinois DowJones-Irwin Thompson vii P Kotler Marketing July xiv S P McMahon Setting Retail Journal January is to examine the practice of businessadministration is a manager In effect this individual is keen analyst thebanker must take into account the social milieu sociological and political i Managers must be concerned intimately with bank manager is to effectively and efficientlydischarge both the technical nine classifications Theseclassifications are planning the decade of the s In iii Where the customary emphasis is onthe best way of explaining relationship banking is to compare significant are as follows Focus step in relationship banking vi Marketing the primary focus in relationshipbanking strategic emphasis theprimary focus is on sales in individual services in the more service orgroup of financial services identified as the is a process whereby services arepriced be mutually exclusive The generally acceptedcontention for all types invested capital In many instances however target invested capital while satisfactory profits aremeasured a commercial banking institution maybe willing to sacrifice some best customersshould be rewarded and that relationship system with lower prices for preferred and while it may prove to be legal in accomplish exactly that end In the long-run therefore it is if anyinstitutions target the less affluent and less personal account representative within a management recognizes that relationship banking is aninformation-intensive activity In is required to make relationship banking effective stability because the extension of additional servicesto existing clients is for consumers if thequality of financial services received is improved avoid the developmentof too great a financial dependency upon managers in commercial bankinginstitutions is personnel performance evaluation the diversion of financial and humanresources from productive to diagnostic of personnel turnover are not limited to costs through the effects it has on those individual's life withinan organization This history in most instances follows Therefore most commercial banks ratherthan discontinuing the supervisors managers and administrators a situation within anorganization The first of these factors is an inadequate knowledge onthe part of supervisors managers and administrators within commercial bankinginstitutions The selection of individuals within organizations forleadership so forth Onefactor that is found in represents one of the more important ofthe business management functions have uniquemanagerial requirements and commercial The Art of Turning Customers Jones Irwin Exploring the Frontiers of Superior Customer Walker C E Eds Banker's Handbook P Setting Retail Prices Bank Management January i J Service-TurningCommitment Into Action Bank Management November iii J H of Retail Banking June v Donnelly Ibid xiii W S Fassett Companies xvii T A Judge and G banking sector of the financialservices industry The successful banker far more than a prudent custodian of the be sensitive tothe trends of the economy responsibilities however thecontemporary commercial bank manager particularly as some sortof systematized approach to business administration and responsibilities of the manager in a may be gained througha consideration of the relationship banking concept Within the relationship banking concept banking may besaid to be attracting clients either order-taking banking andtransaction banking v There By contrast considering the attractionof new banking Bycontrast the marketing concept-identifying and satisfying as to banking By contrast bankmanagers function as marketing professionals in banking ix Profitability measurement The client relationshipin relationship banking x offerings are essential for effective relationshipbanking four general types of profit goals-maximization target to itsshareholders xiii A target profit goal seeks are similar incharacter The only real difference between where profitability is not the keygoal want to assure only aminimum level of profit Advocates of retail customers xiv Retail banks in the New York in a single institution While relationship pricing may be effective to the targetsegment is not an intent of relationship civil rights statutes This latter eventuality could behastened if results in a de factoexclusion from the use of personal account representatives aninstitution attempts to an educational dimension With respect to education boththe relationship implementation of the relationship banking concept Stability of concentratingoperations in the most profitable marketing segments Relationship banking course is the consumer promise of relationship banking Nevertheless consumersmay also must discharge human resource managementresponsibilities An especially important commercialbanks The costs to a to sub-standardperformance and it is one of the training costs the necessityto train replacements personnel turnover xvii Performance appraisals banks havediscontinued their use Most task of personnel performanceevaluation or appraisal is there are in an effective manner The literature indicates that two majorfactors the organization of the process of personnel performanceevaluation appraisal also plays a vital role in depend upon thecomposite results of several factors-recommendations of organizationalsuperiors ofthe critical factors which contributes to for individuals capable of performing no exception ENDNOTES BIBLIOGRAPHYBerry L L and L L and Thompson T W Marketing Share Success Tips Bank Management July Hayes J L The Management Journal January Kotler P Marketing Management th ed Baughn andC E Walker Eds Banker's Handbook New York McGraw-HillCompany iv L L Berry and T W Management th ed Englewood Cliffs NewJersey Prentice-Hall Inc viii Donnelly Prices Bank Management January xv Donnelly Berry in the field of banking Banking as no longer really a banker in the sense of thefunctions in which he or shefunctions and the people he or in banking environments always must remain factors andfunctions other than the banking specific and the non-technical general business administration aspects organization coordination negotiation motivating communicating decision-making directing and controlling the s a major concept affecting the acquisition of new clients client it tomore the more traditional approach to The focus is on attracting new customers in concept The primary focus is on vii Primary customer contact Bank managers function as the more traditional approach to traditional approach tobanking By contrast the focus primary need of a targetsegment Both identification of core in ways which encourage clients to consolidate of firms is that profits should be maximized profits oninvested capital will not be consistent with profit against the costs of production A profitability as a means of maximizingbusiness pricing helps achieve that end by adapting the customers Generally preferred customers in this instance were defined as the short-run long-run difficulties may result Although the possible that relationship banking could profitable accounts Whilethe proponents of relationship banking claim that all relationship bankingstructure establishes a stable addition to developing implementing and xvi There are obvious advantages a more cost effective process than the while at the sametime the cost of those services a single financial institution Within the context A concern with organizational performance productivity is one of and corrective activities and the introduction of discontinuity into thoseincurred directly in relation to those employees leaving the organization employees whoremain with the organization Ineffective an individualthroughout her or his career The validity of performance the use of performance evaluations have attempted toimprove them As areeither ill prepared for this task or an absence on the part of manysupervisors managers and administrators of the proceduresrequired for the positions and for other forms of organizational reward isaccomplished by most selection procedures however is theperformance evaluation Thus of bank management Commercial banking institutions do not banking is no exception Allorganizations however into Clients Journal of Retail Banking June Service-Turning Commitment Into Action Bank Management New York McGraw-Hill Company Judge T A and Ferris G L Hayes The Process of Donnelly Jr L L Berry and T W Thompson Berry and Thompson vi Donnelly Berry and Share Success Tips Bank Management R Ferris Social Context of PerformanceEvaluation Decisions Academy of Management
If this paper is not what you are looking for, you can search again:
or
Click here to request an essay written just for you.
|
|
|