Management for bankers:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Salem, NH
Butterworth Legal Pubs
1991
|
| Edition: | 2. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIV, 390 S. |
| ISBN: | 0406002835 |
Staff View
MARC
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| 250 | |a 2. ed. | ||
| 264 | 1 | |a Salem, NH |b Butterworth Legal Pubs |c 1991 | |
| 300 | |a XIV, 390 S. | ||
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Record in the Search Index
| _version_ | 1804138146779103232 |
|---|---|
| adam_text | Contents
Preface v
PART 1: THE PURPOSE AND NATURE OF MANAGEMENT
1 The nature of management and the managerial job 3
The nature of management 3
Change and the nature of management 4
The internal environment - the organisation, management
and the individual manager 6
The process of management 8
Managerial roles 9
The job of the manager 11
Managerial choice 14
The use of managerial time 15
The management of stress 17
2 The banking environment 27
SECTION 1: BANKING AND SOCIAL ACCOUNTABILITY 27
The reasons for change 28
Corporate social responsibility 29
Conflict and competition 30
Managing stakeholder conflict 30
Environmental monitoring 30
Positive viewpoint 31
Opportunities and threats 31
Reassessment 32
The banks and the community 32
SECTION 2: THE INTERACTION BETWEEN BANKS AND THEIR
ENVIRONMENT 34
Wider environmental issues 34
Environmental change - a senior management view 38
3 Setting strategic objectives and planning to meet them 44
The definition of organisational purpose 45
vii
viii Contents
Environmental analysis 47
Internal strengths and weaknesses assessment 49
Why an internal analysis? 49
The internal factors 50
The strategic gap 52
Strategic decision-making 53
Strategic planning in action - a banking example 54
The basis of sound strategic planning 55
Criteria to judge whether the strategy is working 57
Quality as a strategic tool 61
Factors in creating a success total quality approach 62
Marketing strategy 63
Customer needs and market segmentation 64
Competitive analysis 65
Product market analysis and targetting of existing
products and markets 65
Action planning 69
Evaluation 69
4 Strategy into action 70
SECTION 1: INFORMATION SYSTEMS AND IMPORTANCE OF TECHNOLOGY 70
Data processing 70
Information technology 70
The current and future impact of technology 70
SECTION 2: OPERATIONAL PLANNING 74
The process of planning 74
A practical approach to planning 75
The review process 79
The process of planning 80
section 3: control 84
Why control? 84
The elements of control 85
Types of control system 86
5 Organisation theory 92
The Classical school 92
The Human Relations school 98
The relay assembly room experiment 99
The bank wiring room experiment 99
The conclusions 99
The systems approach 101
Systems theory 101
An example of systems analysis in banking 105
Contents ix
Contingency theories 108
Banking 112
6 Organisational cultures and structures 119
The significance of culture 120
Cultures in trouble 125
Types of organisation 126
Organisation structure 130
7 Co-ordination and decision-making 139
SECTION 1: CO-ORDINATION 139
Methods of co-ordination 140
Project teams 142
SECTION 2: RISK ANALYSIS 145
SECTION 3: DECISION-MAKING 147
Common faults in decision-making 147
A structure for decision-making 147
The process of decision-making 150
PART 2: PEOPLE AND THE ORGANISATION
Introduction to Part 2
8 Manpower planning and selection 159
Manpower supply 161
Recruitment 162
The selection process 163
The personnel specification 164
Advertising the job 173
The eight-point plan 175
The application 175
References and reports 175
The short list 175
The final choice 177
Objective tests 177
Types of test 178
The selection interview 179
9 Training 188
A TRAINING NEEDS ANALYSIS 188
Automatic indicators 188
Data indicating a training need 189
Qualitative signs of a training need 190
x Contents
Formal methods of training needs analysis 190
B LEARNING STYLES 193
C METHODS OF TRAINING 198
Self-development 199
Conditions for succesful coaching 204
Who needs coaching? 204
Key steps in making coaching effective 205
Job rotation 207
Planned development 207
Training courses 208
10 Performance appraisal 214
The objectives of appraisal systems 214
The appraisal interview 222
Designing an appraisal system 225
11 Career and management development 230
Ashridge Survey of Chief Exectuives 234
The Ashridge Remuneration Survey 235
Summary 236
Measuring potential 237
The processes of management development 238
Career development for those with high potential 241
12 Communication in organisations 244
Interpersonal communication 244
Individual differences 245
Barriers to effective communication 246
The medium of communication 247
Noise 247
Breaking the communication barrier 248
Organisational communication 251
The communication media 251
Written media 252
Successful writing 253
Methods of written communication 254
Why communicate? 255
Communication upwards in organisations 256
Communication priorities 257
13 Motivation 261
Abraham Maslow and the hierarchy of needs 261
Motivation and behaviour 263
Contents xi
Rewards 266
Motivation and job design 270
Motivational and reward systems 275
The Ashridge study 277
Financial reward systems 279
Job evaluation 279
Pay structures 281
14 Groups and teams 286
Characteristics of groups 287
Group formation and development 290
Factors affecting group effectiveness 291
Environmental factors 295
Group performance 296
Encouraging effective performance 297
15 Leadership 303
Theory X and theory Y 305
Rensis Likert s four systems 305
The Ashridge study 306
Followership 312
Action-centred leadership 313
16 Employee relations 319
Inevitability of conflict 319
Levels of conflict 319
The consequences of confl ict 321
Intensity of conflict 321
Collective bargaining 327
The 1980s 328
The institutions of collective bargaining 330
Disciplinary procedures 331
Grievances and grievance procedures 335
Handling the grievance 336
17 Organisational change and development 344
The service economy 344
Technological change 344
Planning change 350
Task 350
The steps in planning and getting organisational change 351
Resistance to change 355
The methods used to promote change 357
xii Contents
18 A guide to study 362
Planning 362
The examination 366
Thinks and links 366
Model answers 366
Appendix The nature of management syllabus 368
Index 371
|
| adam_txt |
Contents
Preface v
PART 1: THE PURPOSE AND NATURE OF MANAGEMENT
1 The nature of management and the managerial job 3
The nature of management 3
Change and the nature of management 4
The internal environment - the organisation, management
and the individual manager 6
The process of management 8
Managerial roles 9
The job of the manager 11
Managerial choice 14
The use of managerial time 15
The management of stress 17
2 The banking environment 27
SECTION 1: BANKING AND SOCIAL ACCOUNTABILITY 27
The reasons for change 28
Corporate social responsibility 29
Conflict and competition 30
Managing stakeholder conflict 30
Environmental monitoring 30
Positive viewpoint 31
Opportunities and threats 31
Reassessment 32
The banks and the community 32
SECTION 2: THE INTERACTION BETWEEN BANKS AND THEIR
ENVIRONMENT 34
Wider environmental issues 34
Environmental change - a senior management view 38
3 Setting strategic objectives and planning to meet them 44
The definition of organisational purpose 45
vii
viii Contents
Environmental analysis 47
Internal strengths and weaknesses assessment 49
Why an internal analysis? 49
The internal factors 50
The strategic gap 52
Strategic decision-making 53
Strategic planning in action - a banking example 54
The basis of sound strategic planning 55
Criteria to judge whether the strategy is working 57
Quality as a strategic tool 61
Factors in creating a success total quality approach 62
Marketing strategy 63
Customer needs and market segmentation 64
Competitive analysis 65
Product market analysis and targetting of existing
products and markets 65
Action planning 69
Evaluation 69
4 Strategy into action 70
SECTION 1: INFORMATION SYSTEMS AND IMPORTANCE OF TECHNOLOGY 70
Data processing 70
Information technology 70
The current and future impact of technology 70
SECTION 2: OPERATIONAL PLANNING 74
The process of planning 74
A practical approach to planning 75
The review process 79
The process of planning 80
section 3: control 84
Why control? 84
The elements of control 85
Types of control system 86
5 Organisation theory 92
The Classical school 92
The Human Relations school 98
The relay assembly room experiment 99
The bank wiring room experiment 99
The conclusions 99
The systems approach 101
Systems theory 101
An example of systems analysis in banking 105
Contents ix
Contingency theories 108
Banking 112
6 Organisational cultures and structures 119
The significance of culture 120
Cultures in trouble 125
Types of organisation 126
Organisation structure 130
7 Co-ordination and decision-making 139
SECTION 1: CO-ORDINATION 139
Methods of co-ordination 140
Project teams 142
SECTION 2: RISK ANALYSIS 145
SECTION 3: DECISION-MAKING 147
Common faults in decision-making 147
A structure for decision-making 147
The process of decision-making 150
PART 2: PEOPLE AND THE ORGANISATION
Introduction to Part 2
8 Manpower planning and selection 159
Manpower supply 161
Recruitment 162
The selection process 163
The personnel specification 164
Advertising the job 173
The eight-point plan 175
The application 175
References and reports 175
The short list 175
The final choice 177
Objective tests 177
Types of test 178
The selection interview 179
9 Training 188
A TRAINING NEEDS ANALYSIS 188
Automatic indicators 188
Data indicating a training need 189
Qualitative signs of a training need 190
x Contents
Formal methods of training needs analysis 190
B LEARNING STYLES 193
C METHODS OF TRAINING 198
Self-development 199
Conditions for succesful coaching 204
Who needs coaching? 204
Key steps in making coaching effective 205
Job rotation 207
Planned development 207
Training courses 208
10 Performance appraisal 214
The objectives of appraisal systems 214
The appraisal interview 222
Designing an appraisal system 225
11 Career and management development 230
Ashridge Survey of Chief Exectuives 234
The Ashridge Remuneration Survey 235
Summary 236
Measuring potential 237
The processes of management development 238
Career development for those with high potential 241
12 Communication in organisations 244
Interpersonal communication 244
Individual differences 245
Barriers to effective communication 246
The medium of communication 247
Noise 247
Breaking the communication barrier 248
Organisational communication 251
The communication media 251
Written media 252
Successful writing 253
Methods of written communication 254
Why communicate? 255
Communication upwards in organisations 256
Communication priorities 257
13 Motivation 261
Abraham Maslow and the hierarchy of needs 261
Motivation and behaviour 263
Contents xi
Rewards 266
Motivation and job design 270
Motivational and reward systems 275
The Ashridge study 277
Financial reward systems 279
Job evaluation 279
Pay structures 281
14 Groups and teams 286
Characteristics of groups 287
Group formation and development 290
Factors affecting group effectiveness 291
Environmental factors 295
Group performance 296
Encouraging effective performance 297
15 Leadership 303
Theory X and theory Y 305
Rensis Likert's four systems 305
The Ashridge study 306
Followership 312
Action-centred leadership 313
16 Employee relations 319
Inevitability of conflict 319
Levels of conflict 319
The consequences of confl ict 321
Intensity of conflict 321
Collective bargaining 327
The 1980s 328
The institutions of collective bargaining 330
Disciplinary procedures 331
Grievances and grievance procedures 335
Handling the grievance 336
17 Organisational change and development 344
The service economy 344
Technological change 344
Planning change 350
Task 350
The steps in planning and getting organisational change 351
Resistance to change 355
The methods used to promote change 357
xii Contents
18 A guide to study 362
Planning 362
The examination 366
Thinks and links 366
Model answers 366
Appendix The nature of management syllabus 368
Index 371 |
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| index_date | 2024-07-02T22:30:55Z |
| indexdate | 2024-07-09T21:23:33Z |
| institution | BVB |
| isbn | 0406002835 |
| language | English |
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| physical | XIV, 390 S. |
| publishDate | 1991 |
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| spelling | Braddick, William A. G. Verfasser (DE-588)130586366 aut Management for bankers W. A. G. Braddick 2. ed. Salem, NH Butterworth Legal Pubs 1991 XIV, 390 S. txt rdacontent n rdamedia nc rdacarrier Management (DE-588)4037278-9 gnd rswk-swf Bankbetriebslehre (DE-588)4129045-8 gnd rswk-swf Bankbetriebslehre (DE-588)4129045-8 s Management (DE-588)4037278-9 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016831566&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Braddick, William A. G. Management for bankers Management (DE-588)4037278-9 gnd Bankbetriebslehre (DE-588)4129045-8 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4129045-8 |
| title | Management for bankers |
| title_auth | Management for bankers |
| title_exact_search | Management for bankers |
| title_exact_search_txtP | Management for bankers |
| title_full | Management for bankers W. A. G. Braddick |
| title_fullStr | Management for bankers W. A. G. Braddick |
| title_full_unstemmed | Management for bankers W. A. G. Braddick |
| title_short | Management for bankers |
| title_sort | management for bankers |
| topic | Management (DE-588)4037278-9 gnd Bankbetriebslehre (DE-588)4129045-8 gnd |
| topic_facet | Management Bankbetriebslehre |
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