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The views on this before the direction inherent in the heads of the banks have found themselves in a difficult position. They are almost spontaneously seek approaches to its correction, and further try to improve the strategic management of the bank. Note that the leaders of the majority of banks believe in the inviolable stability of their activities and are the subject of almost a cool, not taking into account the danger of such a position. Therefore, for controlling the introduction of practical activities of domestic banks to overcome the barrier of complacency of their leaders and experts, existing mainly due to lack of awareness about the benefits of controlling a support system for bank management, particularly strategic management of the bank. For this purpose it is expedient to develop a "philosophy of controlling bank", the main components of which may be to determine the nature and location of the controlling system of strategic and operational management of the bank, culture, models, objects and purposes of controlling, its methodology and tools, milestones, etc. In determining the conditions for implementing a controlling system to determine route of administration, financial and human resources required by this process, as well as software and hardware, which will be based system, etc. With the introduction of controlling can be used two fundamentally different approaches: the "bombing" or "smooth part". Under the approach of "bombing" is the sudden introduction of a controlling system. To successfully implement this approach, bank management should ensure that conflict of interest by the use of sanctions or incentives for employees involved in the process of controlling. The advantage of this approach to controlling the introduction of a bank is to implement reforms without delay and much difficulty. However, it has disadvantages, because its implementation is necessary to attract a significant amount of information processing which requires a certain amount of labor, material costs and time. However, in the future, with the creation of databases, such costs are greatly reduced. Approach "smooth part" suggests the involvement of all stakeholders, in collaboration with developed which is acceptable to the Bank's program of implementation of tasks for the implementation of controlling. In order to avoid the asymmetry of power to run this program may additionally appointed external consultants. This approach facilitates a better understanding of stakeholder objectives change that positively affects the speed and quality of their implementation. Topic: Controlling Improvement | Tags: First