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At the same htime, conditions for the credit risk management of the
banking sector are getting worse because of the adverse economic
development.
These factors create an enormous pressure on the performance of the
banking sector and can cause a decline in firms and households financing,
which may have a negative effect on the economic growth (Bučková,
Reuse, 2011). Croxford (2005) emphasizes the important role of the bank’s
employees in the process of selling bank products for the retail segment.
According to him, bank sales clerks are one of elements, which customers
see in the bank and can strongly influence their opinion. Bank employees
have the primary opportunity to increase the value of customer
relationships. Author emphasizes also that bank employees need quality
management.
MEANING:
DEFINATIONS:
According to Bass and Stogdill (1990), Leaders differ in their concern for the
groups' goals and the means to achieve the goals. Those with a strong concern
Leaders also differ in the extent to which they pursue a human relations
(Katz et al., 1950), concerned for people (Blake & Mouton, 1964), people
1.2 Features/Characteristics
Without a balance in your life you can’t be an effective leader at work. The
two are inseparable. If you neglect your personal needs – family, physical
health, mental health, and spiritual – you’ll lose your edge as a
leader.(characteristic of leadership in banking sector)
expanded graphically in the last decade .In addition to the traditional “savings
and loans” .banks started providing a wide gamut of financial services like
economy.
Economic growth: Over 9 percent GDP growth in the pre global financial
crisis period(2009-10) and over 7 percent in the last two years largely facilitated
India’s merchandise trade, service exports and remittances are growing at a faster
pace .in order to serve these ’new needs; banks have evolved and redeemed
front, and large scale infusion of funds into the public sector banks by the
For the government, the banking sector is at the core of governance. Initiatives like
Jan Dhan Yojana and Direct Benefit Transfer are case in point.
mobile phones and internet connectivity are the prime reason for expanding the
True leaders work hard to understand and evaluate themselves. They seek honest
feedback from their team and are mindful of their weaknesses. This fosters trust,
develops
The banking industry is changing at an extremely fast pace. Having the strategic
products and programs, new technologies, and their market positioning to make
leaders of tomorrow, so that everyone on the team is prepared for any unforeseen
crisis. An open and progressive culture and attitude towards any risk or potential
crisis will help prepare the organization for any change in the industry.
The famous fifty-century BC Chinese philosopher Lao-Tzu once wrote, “If you tell
me, I will listed. If show me, I will see. But if you let me experiences, I will learn”
(Chinese, 2010,1).The idea of training and development (T&D) is nothing new to the
twenty-first century, but has rather evolved since the earliest stages of human
civilization and has been gradually refined into the sophisticated process that it is
today. The following will present an overview of the different styles of T&D that have
been implemented throughout history
• Apprenticeships (400s-1400s)- With its origins rooted in the Code of Hammurabi,
the law that governed ancient Egypt (2000 B.C.), apprenticeships were one of the first
types of training practices that became widely used, especially during the Middle
Ages. As trades in the area of craftsmanship became more demanding, most children
of the time were sent as apprentices to live with masters of this form of art who would
share with them the knowledge and teach them the skills they needed to succeed in
this line of work.
1.3.1 Advantages/Disadvantages/Benefits/Limitations
ADVANTAGE/BENEFITS:
j) It focus on bank safety and soundness become more clear banks will
DISADVANTAGE:
Inadequate banking facilities: Even tough banks have spread across the
country; still many parts of the country are unbanked. Especially in the
backward states such as the Uttar Pradesh, Madhya Pradesh, Chhattisgarh and
Some time the deposits mobilized are enough but the resource allocation is
was not done on professional and ethical grounds. It resulted into lower
suffered due to political interference .It was seen in arranging loans meals. It
inefficiency.
Employee training provides the company with many benefits, but it can also
cause financial
Unless the banking company offers the training to all employees, a selection
criterion that is not only objective but also seen as objective remains essential
for the company sponsoring the training need not always hold true.
Not making enough money. Despite all of the headlines about banking
profitability, banks and financial institutions still are not making enough return on
Consumer expectations. These days it’s all about the customer experience, and
many banks are feeling pressure because they are not delivering the level of service
companies is disrupting the way traditional banking has been done. This creates a
big challenge for traditional banks because they are not able to adjust quickly to
the changes – not just in technology, but also in operations, culture, and other
need to spend a large part of their discretionary budget on being compliant, and on
and improve their operations in order to keep up with the fast pace of change in
Operation and Execution: Internal banking processes must ensure the right debt
to credit ratio and maximize profitability. Cash and liquidity management, savings
and investment management, financing and treasury management are key back
major challenges.
With the growth of technology, banking customers are living in a connected world
with their experience from other industries influencing their expectations from
their financial services provider. This has led to an evolving customer-bank
relationship necessitating banks to be more customer-centric by embedding
themselves in customers’ lives to meet rising customer experience expectations.
On the basis of a theoretical analysis and our own research, the main objective of
the article was to prove a relationship between applied leadership style of branch
managers and productiveness of sales clerks and room for their productiveness
improvement applicable in the banking sector in Slovakia and change these
attitudes during the crisis. One part of the objective was to examine the continuity
between applied leadership style of branch managers and their time in a control
functions held. Dependencies between individual productiveness of bank’s sales
clerks and the level of their loyalty and satisfaction have been investigated.
Our assumption that the applied leadership style depends on the time of working
in managerial functions has not been confirmed. Managers who operate relatively
shortly in managerial functions did not show any differences in their management