Management of financial results of a commercial bank according to the scheme

In the highly dynamic environment of the modern economy, the banking sector is one of the fastest growing, and the effective management of financial results is one of the main factors of this growth. Modern commercial banks provide about 200 types of services - products and operations. Such a wide range of activities of banks involves a serious scientific approach to the study of banking. But before exploring the various aspects of banks, it is necessary to dwell on such an important issue as the bank management model, without the clear and coordinated functioning of which it is impossible to carry out the functions of financial management and fruitful banking. It is the well-functioning mechanism of interaction between the governing bodies, management, various departments and employees, the competent organization of financial management, in an enterprise whose specific form is a commercial bank, that is the starting point of its successful activity. Their proper construction is of great importance during the entire period of the existence of a bank and provides effective management of financial results.

As a rule, the General Management is carried out by the Management Board. His competence includes overseeing such issues as:

- accounting, reporting, internal banking control;

- results of commercial work, as well as asset management;

- general management of financial results;

- control over the implementation of internal and external regulations;

- approval of materials of inspections, reports, audits;

- consideration and approval of annual reports, various financial projects, and other acts.

- selection, training, placement and certification of personnel, etc.

For the bank to work effectively, it is necessary to correctly determine the functional positions of all employees, as well as their relationships within the bank. Each bank employee should clearly know their place in the bank’s functional management system, imagine what management expects from them, what are their responsibilities and authorities, and how to build service relationships.

This is realized by schematically building the managerial structure of the bank with a system of internal relationships, supplemented by regulations, instructions and official duties. When constructing it, it is necessary to take into account that there are no standard organizational structure schemes, since each commercial bank is unique in its own way, therefore the scheme represents only the most general outlines of the banking management organization model, and therefore it should be accessible to understanding and not act as a theoretical standard . As a rule, if there are difficulties in drawing up a chart of the organizational structure, defects in the organization are revealed, that is, the fact is obvious that over time its structure can become inefficient and cumbersome. In preparing the bank scheme, it must be carefully analyzed, this will allow you to detect insufficiently managed links in the banking process, in the process of identifying lines of interdependence and relations within the bank.

As with most models, schematic constructions have positive and negative sides. The scheme allows employees of the bank to understand the changes occurring in the bank, it can be used as a matrix for possible subsequent reorganization in the future in order to provide the best management of financial results.

Among the disadvantages of using schematic constructions, the following can be distinguished. The structure of the bank is quickly becoming obsolete. It is also difficult to reflect informal relationships in the scheme. The schemes are inflexible and show only stable and formalized channels of interaction. As indicated above, the schematic construction of management relations in the bank should be supplemented by various kinds of instructions, and this can cause serious problems in ensuring effective document management and manageability of the bank as a whole.

Usually, the organizational model of a bank is built on the principle of functional subordination, because most of them are universal, and they are characterized by just such an organizational structure.

Due to the fact that any model under consideration has its pros and cons, when building it, it is necessary that the work of bank employees is rationally organized, and the effective implementation of management functions is ensured. The creation of such an organizational structure is the strategic task of banking management.


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