Modern banking belongs to one of the most dynamic areas of the economy. The technical revolution, increased competition, rapid inflation, economic crises have led to an increase in the riskiness of banking activities. At the current stage of development of the banking system, the main task is to find real ways to minimize risks and obtain sufficient profits for the safety of depositors' funds and maintaining the life of the bank. A successful solution to this complex problem requires the use of many methods, techniques, methods, systems and the development of new approaches to managing a commercial bank, which are united by the concepts of management.

In a general sense, management is the science of the most rational systems of an organization and the management of certain activities. Note that there is no single thought regarding the definition of the term "management" in the economic literature. Management is understood as a system of management of financial and organizational spheres of activity, as well as management personnel who carry out management, i.e. the leadership of the organization.

All over the world, management is regarded as one of the most important factors in effective performance. In the conditions of fierce competition that accompanies the development of a market economy, it is necessary to constantly improve systems and forms of management, quickly master the knowledge piled up in theory and practice, and find new extraordinary solutions in a dynamic situation. Only this approach to management provides a win in a competitive environment, or at least the normal conditions for the development of the organization.

Banking activity in the modern world is one of the most competitive, therefore, the success and life of a bank is essentially determined by its management. Banking management has a certain specificity due to the nature and characteristics of banking operations.

A commercial bank is a financial institution that offers a wide range of lending, savings and payments services. The bank performs various financial functions in relation to any enterprise in the economy, and is also a conductor of the state's monetary policy. In general, banks preserve and dispose of public capital, and therefore must be responsible to the owners for the preservation of funds. The specificity of banking is that banks work mostly with other people's money temporarily accumulated in their accounts. Therefore, the reliability of an individual bank and the banking system as a whole is considered as a necessary condition for their activities.

Nevertheless, banks are not charitable organizations and the purpose of their activities is to receive profits from the provision of financial services and the implementation of banking operations. Profitability is the main indicator of the efficiency of any bank, and the level of reliability is determined by the aggregate risk that a particular bank stumbles upon in the course of its activities. So, it is profit and risk that are the main indicators, followed by the level of efficiency of bank management.

Banking management is the science of reliable and effective management systems for all processes and relationships that characterize a bank's activities. Processes and relationships are understood as the totality of financial, economic, organizational and social spheres of banking.

The object of management is a commercial bank, together with all aspects of banking in relation to the political, legal and socio-economic environment. The concept of "commercial bank" has a broad meaning, so management objects can be specified as follows: equity capital; attracted and borrowed funds; assets; financial instruments; methodology; organizational structures; banking products; staff; information flows; intrabank operations; material and technical base; accounting and reporting; financial results and taxes; security; public relations.

The subject of management is a responsible person or a group of persons authorized to make management decisions and be responsible for the effective management of the bank. In a commercial bank, the subjects of management are members of the Board of the bank, members of the Board of Directors of the bank, persons who embrace managerial positions (management), a team of managers who directly carry out the management process. All subjects of management are often united under one name - the management (senior staff) of the bank.

Banking management, like every science, is based on certain principles and is aimed at fulfilling specific functions with the help of tools to achieve the set goals. Management is characterized by principles common to all areas of activity:

  • · The direction of actions of the subject of management to achieve specific goals;
  • · Unity of purpose, result and means of its achievement;
  • · The complexity of the management process, which includes planning, analysis, regulation and control;
  • · Unity of strategic, tactical and operational planning to ensure the continuity of the corresponding process;
  • · Control over the adopted management decisions as the most important factor in their implementation;
  • · Material and moral stimulation of creative activity, successes and achievements of the entire team and each of its members in particular;
  • · Flexibility of the organizational structure of management, which makes it possible to solve functional and managerial tasks.

According to the classical management theory, the following main functions of management are distinguished:

  • · Planning;
  • · analysis;
  • · Organization;
  • · Regulation (leadership, coordination);
  • · Motivation;
  • · control.

Banking Management Toolkit

Business planning is seen as the central link in the entire process of bank management and the main function of management. Planning is based on the results of the analysis of the entire set of factors that determine the conditions for the functioning of the bank in the current period and in the future. The analysis of the influence of factors is carried out by grouping them according to the environment of occurrence into external ones relative to the bank and internal bank ones. The result of the planning process should be a quality plan on the basis of which other management functions will be carried out.

Organization is the process of establishing and maintaining connections between the individual elements of a system. Regulation is understood as operational management, i.e. making current management decisions aimed at implementing planned tasks. Motivation is a combination of internal and external driving forces that induce the implementation of management decisions, provide activities of a purposeful nature, set its forms and boundaries.

The control function is to check the implementation of the adopted management decisions and ensure the uninterrupted implementation of the bank management process. A necessary condition for the effectiveness of the control function is the expedient and justified combination of different types of control.

The banking management toolkit includes a set of methods, techniques, means and forms of achieving goals and fulfilling the tasks assigned to the banking institution.

Management methods are means of influencing the management object to achieve certain goals. Management methods are divided into economic, administrative, socio-psychological, legal.

In the process of managing a bank, they resort to various means of influencing the object of management, the choice of which depends on the specifics of one or another sphere of banking activity. One of the main management tools is interest rates (both on deposits and loans), as well as: exchange rates; the level of profitability of securities; ways of issuing and repaying loans; customer service level; advertising, etc.

The choice of specific banking management tools is primarily determined by the goals that are formulated in the management process. The goals and objectives that the bank seeks to achieve predetermine the formation of strategy, tactics and determine the effectiveness of management. The strategic goal of the bank does not exclude the existence of many other goals and objectives in various areas of bank management. So, the list of tasks that arise before bank management and need an effective solution is quite wide.

Banking management task:

  • · Ensuring profitable activities;
  • · Meeting the needs of clients in the structure and quality of the services offered by the bank;
  • · Availability of adequate systems of control over the level of banking risks;
  • · Creation of an effective organizational structure of the bank;
  • · Organization of work of control systems, audit, security, information and other systems that ensure the life of the bank;
  • · Creation of conditions for the recruitment of qualified workers and the full realization of their potential;
  • · Creation of systems for training, retraining and placement of personnel; commercial management bank management
  • · Providing conditions for the implementation of strong and consistent bank management;
  • · Creation of conditions for improving the culture of employees, the presence of common values, ensuring a favorable moral climate in the team.

One of the necessary features of a well-managed bank is the compliance of its activities with the regulatory requirements of the banking supervisory authorities and the legislation of the country. However, this is not enough. The quality of bank management is determined by a combination of factors such as leadership style, methods of overcoming competition, the size and structure of the bank, the effectiveness of the applied management methods, leadership and competence in defining policy, strategy and management functions. Often, the brilliant characteristics of a bank's management team are seen as signs of good, highly effective management. The presence of qualified leadership, although a very important factor, nevertheless it should not be considered as a single criterion for determining the quality of management.

The effectiveness of the management process depends on the ability to anticipate the future, think for the future and closely control risks. The quality of training and the level of professionalism and competence of all bank personnel are also determining. In addition, the success of this business is impossible without the priority of universal human values ​​in the bank's value system. As you can see, most of the listed features are not subject to quantitative measurement and belong to the group of qualitative characteristics of banking management.

Banking management is often viewed as an art that is not subject to precise definition, but is embodied in practice, obeying its own laws. After all, management decisions are often based on intuition, perception and expectation of changes in market parameters, foreseeing the movement of financial indicators. Since banking activity is closely related to the state of financial markets, and their main characteristic is tempering, the result of bank management essentially depends on the ability to anticipate these changes and accordingly respond and coordinate activities.

In the modern world, values ​​are actively re-evaluated, and more and more people come to the conclusion that money is not a single and main indicator in the system of universal human values. Bank shareholders and clients are increasingly interested in the directions of their money use. They become not indifferent to from what sources and by what means the profit is received. Banks that proclaim and implement programs for environmental protection, housing construction, social programs, and small business lending are enjoying increasing support from the population.

INTRODUCTION

At the present stage, the search for the most optimal ways of organizing the activities of Russian credit institutions in the context of the globalization of the financial market, the penetration of foreign capital into the domestic banking system and, as a consequence, increasing competition with international financial intermediaries represented by subsidiaries of the largest transnational banking holdings, is becoming especially urgent.

Changes in the construction and functioning of the banking system have become the starting point for the development of the direction of "banking financial management" in Russian economic science. But at present, not all issues of financial management in a bank have been worked out by domestic authors sufficiently deeply, which is due to the specifics of the activities of a commercial bank as the only economic entity that systematically manages all functions of money.

The course towards the formation of a strong and dynamically developing banking sector in our country increases the importance of the issues of managing the performance of each particular commercial bank for the banking system as a whole. Therefore, the problem of assessing the effectiveness of a commercial bank and taking measures to improve it requires a detailed study and development of a scientific concept.

Thus, we can talk about the relevance of the topic of the course work.

The object of research of the course work is the performance management of a commercial bank in the financial management system of the bank.

The subject of research in the course work is an assessment of the effectiveness of a commercial bank and the development of measures to improve it.

The purpose of the course work is to develop, within the framework of bank financial management, a system for evaluating the effectiveness of a commercial bank and making managerial decisions to improve it.

The objectives of the course work are as follows:

    consider the theoretical foundations for assessing the efficiency of a commercial bank, in particular, substantiate the content of the concept of "efficiency of a commercial bank" at the present stage of economic development and determine possible approaches to building a system for assessing and managing the effectiveness of a bank;

    to study methodological approaches to assessing the effectiveness of a commercial bank in the framework of banking financial management, namely, approaches based on balance sheet generalizations;

    assess the efficiency of a commercial bank and develop recommendations to improve the efficiency of its activities.

When writing the term paper, a wide range of sources was used. The normative acts of the federal legislative authorities and the legislative authorities of the constituent entity of the federation, as well as the instructions of the Bank of Russia, define the mandatory requirements imposed by the state on the conduct of business by commercial banks, and the directions of reform and development of the Russian banking sector. In the educational literature on the scientific areas "Financial Management", "Banking", "Financial Analysis", in particular by such authors as L.T. Gilyarovskaya, I.A. Kiseleva, Yu.S. Maslenchenkov, T.V. Nikitin, K.K. Sadvakasov, E.S. Stoyanova, Peter S. Rose, Timothy W. Koch, A.D. Sheremet and others, the theoretical foundations of the financial management process in a commercial bank and the methodology for assessing the bank's activities in the system of bank financial management are highlighted. Scientific articles in periodicals and publications in electronic media provide an idea of ​​the latest developments in the field of financial management and financial analysis in banking, as well as highlight the latest changes in the Russian banking sector. The internal documents and annual financial statements of ROSBANK reflect the nature of this commercial bank's activities and make it possible to identify its strategic focus.

  1. MAIN METHODS FOR EVALUATING ANALYSIS OF COMMERCIAL BANK ACTIVITIES

1.1. The concept of the efficiency of a commercial bank

The bank as a specific enterprise produces a product that is significantly different from the product of the sphere of material production; it produces not just a commodity, but a special kind of commodity in the form of money, means of payment. The bank is rather a commercial, intermediary, rather than an industrial enterprise. The similarity of a bank to trading is not accidental. The bank really buys resources, sells them, functions in the sphere of redistribution, and facilitates the exchange of goods. It has sellers, storage facilities, a special stock, its activities largely depend on turnover.

Commercial banks are an active element of the market economy. Banks accumulate funds of legal entities and individuals and place them on their own behalf on terms of payment, repayment and urgency, and also carry out settlement and cash, commission and intermediary, trust operations, operations with securities, credit cards, currency, leasing, factoring, insurance , brokerage services and others.

Commercial banks are the only economic entity that systematically manages all the functions of money and, in this regard, is the primary link in the market economy.

Commercial banks are intermediaries in the promotion of other market participants - industry, trade, the non-banking financial sector, the state and the population - into the system of a market economy and world economic relations through servicing their cash flows. Moreover, banks, unlike other financial non-banking structures, provide the bulk of all monetary funds of a particular country.

Risk is an integral part of banking. The characteristics that distinguish commercial banks from other commercial enterprises, as well as confirming the riskiness of their activities, are as follows:

Banks operate with large assets, issue and trade financial instruments with market value, the fall of which may affect the capital and solvency of the bank;

Banks attract borrowed funds, which in the presence of a low ratio of equity capital to total assets, in the event of force majeure circumstances, can lead to loss of confidence of depositors, a liquidity crisis and bankruptcy;

Banks carry out trust management of assets belonging to other persons, which may cause liability for breach of trust;

Banks participate in transactions that are initiated in one jurisdiction, registered in another and managed in a third; moreover, transactions can be initiated and completed by the client without the intervention of the bank, for example, via the Internet or at an ATM;

Banks have exclusive access to clearing and settlement systems for checks and funds transfers, foreign exchange transactions, etc., are an integral part of national and international settlement systems, therefore, can cause systemic risk.

All of the above indicates the constant complication of banking activities and, consequently, the increased requirements for its conduct.

Commercial banks are under constant prudential supervision by the central bank and other financial institutions. Banking supervision is based on a licensing system and serves as a means of verifying that commercial banks comply with laws and regulations. Commercial banks' financial statements are audited by external auditors, whose opinion lends credibility to the reporting and builds confidence in the banking system.

In the context of the rapid development of the financial services market observed in the world economy over the past decades, the problem of the identity of assessing the effectiveness of the activities of credit institutions on a transnational scale acquires particular importance.

In modern scientific literature there are many interpretations of the concept of "efficiency", but they all end up in two general definitions:

Efficiency is the ratio of the costs of resources and the results obtained from their use;

Efficiency is a socio-economic category that shows the influence of the methods of organizing the labor of the participants in the process on the level of the results they have achieved.

An assessment of the efficiency of banking activities is most often given using the first provision, according to which the efficiency of a bank or a banking system is calculated based on the proximity of the values ​​of the performance indicators of each bank (for example, costs, profits, etc.) to a certain predetermined efficiency boundary.

In order to comply with prudential requirements, avoid banking risks, and ensure sustainability, banks should develop and apply effective procedures for assessing and managing their activities.

Commercial banks in Western countries (for example, the USA) pay great attention to the analysis of their activities. In the banking business, the concept of "high-profitability banking" has become widespread, the main principles of which are:

Income maximization - involves maximizing income from the provision of loans and income from securities, etc., maintaining a flexible structure of assets adapted to changes in interest rates;

Cost minimization - involves the optimization of the structure of liabilities, minimization of losses on loans, control over current expenses, etc.;

Effective bank management is considered as a system for managing relationships related to strategic and tactical planning, analysis, regulation, control of bank activities, financial management, marketing activities, as well as personnel, designed to ensure the effective operation of a commercial bank. According to Western economists, the stable development of a commercial bank in the long term should ensure the formulation of the bank's global strategy and the establishment on its basis of strategic goals and objectives for all areas of activity and structural divisions of the bank.

The concept of "efficiency" in English corresponds to several terms, which are interpreted in the financial literature as follows: effectiveness- the ability to achieve previously defined goals (regardless of what cost it was done); efficiency- the optimal ratio of the resources expended and the results obtained (regardless of whether the set goal was achieved); effectuality- combination effectivenessandefficiency. The term "efficiency" also corresponds to the term performance , indicating the general state of the organization, including financial and non-financial parameters, the achieved level of development and prospects.

Historically, management was the first to independently discuss the problem of efficiency. In fact, the first management theories are formed in the process of reflection on the problem of the efficient use of labor and technology in industrial production. Thus, the fundamental work of one of the "fathers" of management, G. Emerson, published in 1912, was called "The Twelve Principles of Efficiency." The problem of reliability begins to be developed later, starting from the late 40s-early 50s of the twentieth century, and mainly by representatives of the direction associated with the management of technical systems. And even later, somewhere from the beginning of the 70s of this century, the problem of quality acquires its own sound, mainly in works on management.

Thus, the term "efficiency" is a multi-valued concept and reflects the relationship of various aspects of activities: results and costs, results and goals, results and needs, results and values. "Efficiency" as a characteristic of an activity reflects the relation of the result as one of the "elements" of an activity to all its other "elements", and each of the selected relations is a particular criterion of efficiency. The multi-criteria nature of the concept of "efficiency" requires special ways of matching the criteria with each other, and depending on how they are built, different values ​​of efficiency will be obtained. Different points of view about the effectiveness and methods of its assessment are associated with different ways of reconciling particular criteria and have a pragmatic, not theoretical basis.

Breaking the above into the concept of "efficiency of a commercial bank", we can also talk about its multidimensionality and ambiguity. Therefore, both the financial results of its activities (income and profit) and the effectiveness (profitability), as well as the entire set of indicators of the financial condition (stability, liquidity, solvency), achieved by the bank, taking into account their value or target significance, can be considered as criteria for the bank's efficiency. both for the bank itself and for the socio-economic environment of its activities. The set of criteria must be considered as a system, as a complex characteristic reflecting the compliance of the results of a commercial bank's activities with the set goals at each time period of its operation, and in this aspect, only the achievement of all, and not several, criteria will make it possible to talk about the effectiveness of its activities.

Thus, the effectiveness of a commercial bank is not only the results of its activities, but also an effective management system based on the formation of a scientifically grounded strategy for the bank's activities (a system of goals for the bank's activities, ranked by importance and value) and monitoring the process of its implementation.

  1. Methods appraisals efficiency activities commercial jar

    Thesis >> Banking

    ...: Methods appraisals efficiency activities commercial jar Work ... activities commercial banks... Thus, the choice of such a direction of research as grade efficiency activities commercial banks, analysis and development effective ...

  2. Analysis and grade financial activities commercial jar on the example of Home Credit and Fin LLC

    Abstract >> Banking

    41 2.3 Grade efficiency activities commercial jar based on balance sheet ... grade financial activities commercial jar... The subject of research in the thesis is financial grade efficiency activities commercial jar ...

  3. Financial activity commercial banks (2)

    Abstract >> Banking

    Financial sustainability commercial banks.// Money and credit. - 1993. - No. 7. Korolev O.G. Systems analysis appraisals efficiency activities commercial banks.// Accounting...

    Job number:

    Year added:

    Workload:

    INTRODUCTION 3
    1 THEORETICAL BASIS OF MANAGEMENT OF COMMERCIAL BANKS IN MODERN CONDITIONS 6
    1.1 Commercial bank as an object of management 6
    1.2 Basics of managing a commercial bank 12
    1.3 Foreign experience in managing commercial banks 23
    2 ANALYSIS OF MANAGEMENT OF A COMMERCIAL BANK LLC CB "BFG-CREDIT" 30
    2.1 General characteristics of LLC CB "BFG-Credit" 30
    2.2 Analysis of the financial results of the activities of LLC CB "BFG-Credit" 35
    2.3 Assessment of management efficiency in the bank 54
    3 IMPROVING THE EFFICIENCY OF MANAGEMENT IN THE BANK CB "BFG-CREDIT" LLC 62
    3.1 Management problems of CB "BFG-Credit" LLC 62
    3.2 Ways to improve the efficiency of management in the bank LLC CB "BFG-Credit" 64
    3.3 Evaluating the Effectiveness of Proposed Activities 83
    CONCLUSION 85
    REFERENCES 90
    APPENDICES 92

    Excerpt from work:

    Some theses from the work on the topic Efficiency of managing a commercial bank in modern conditions (on the example of LLC CB "BFG-Credit")
    INTRODUCTION

    The relevance of the topic of this work is due to the fact that the modern development of financial markets is characterized by such trends as - globalization, liberalization, consolidation, which undoubtedly change the world financial architecture. Since the widespread reduction in conditions restricting the movement of capital, the abolition of many other factors hindering the development of the financial market, the introduction of modern information and telecommunication technologies has allowed local financial markets to become an integral part of the increasingly integrated world market of financial and banking services, in which banks and other financial institutions can meet in direct competition. In this regard, interest in banking management, asset and risk management, the formation and development of new information technologies in the space of a credit institution is increasing.
    It is not for nothing that the banking business is called a special, specific type of business, a special type of entrepreneurial activity, since banks mainly work with other people's funds, the share of the bank's own funds does not exceed 15-20% in the total structure of resources. ......
    CONCLUSION

    The global financial and economic crisis has demonstrated the shortcomings of existing models of financial relations both globally and at the national level. Weaknesses were identified in the structure of government regulation and in the activities of financial institutions themselves.
    The problems of banks in the context of the global financial crisis were manifested in the imperfection and inconsistency of risk management systems with modern trends and the level of accepted risks (both in terms of the degree and quality of risks), a low level of corporate management, insufficient transparency and, as a result, ineffectiveness of business models.
    Having considered the problems and prospects for the development of banking management and the problems of effective management of a commercial bank, the following conclusions were made:
    The organizational structure of the bank is closely related to the development of a business strategy and the level of detail in the management decision-making process.
    ......
    BIBLIOGRAPHY

    1 Constitution of the Russian Federation of 12.12.1993 (as amended on 30.12.2008 No. 7-FKZ)
    2 Civil Code of the Russian Federation. Part 1 of 11/31/1994 (as amended on 02/09/2012)
    3 Federal Law dated 02.12.1990 No. 395-1 "On Banks and Banking Activities" (as amended on 28.02.2012)
    4 Instruction of the Central Bank of the Russian Federation of January 16, 2004 No. 110-I of the Central Bank of the Russian Federation (as amended on June 26, 2009)
    5 Banking management. // Ed. Lavrushina O.I. - M.: Knorus, 2009 - 560 p.
    6 Banking // Ed. V.N. Kolesnikova, L.P. Krolivetskaya. - M .: Finance and statistics, 2009 - 455 p.
    7 Banking. Management and technologies // Ed. A.M. Tavasieva. - M .: Unity-Dana, 2005 .-- 340 p.
    8 Banking // Ed. Krolevetskaya L.V., Beloglazova G.N. - M.: Finance and statistics, 2010 .-- 596 p.
    9 Banking // Ed. G.G. Korobkova - M .: Economist, 2009 .-- 766 p.
    10 Batrakova L.G. Economic analysis of the activities of a commercial bank. - M .: Finance and statistics, 2009 - 564 p.
    11 Batrakova L.G. Economic analysis of the activities of a commercial bank. - M.: Logos, 2005 .-- 320 p.
    12 Beloglazova G.N. Banking. - SPb: Peter, 2009 .-- 448 p.
    13 Big encyclopedic dictionary. - M .: Astrel, 2008 .-- 1052 p.
    14 Gryaznova A.G. Financial and credit encyclopedic dictionary. - M .: Finance and statistics, 2004 .-- 740 p.
    15 Zharkovskaya E.P. Banking. - M .: Omega-L, 2006 .-- 452 p.
    16 Zhukov E.F. Banking management. - M .: Unity-Dana, 2008 .-- 256 p.
    17 Ivanov V.V. Assessment of bank liquidity. - Tver: UMTs BR, 2005 .-- 114 p.
    18 Keiler V.A. Enterprise Economics: A course of lectures. - M .: Infa-M, 2011. - 136 p.
    19 Lavrushin O.I. Money. Credit. Banks. - M .: Finance and statistics. - 2011 .-- 580 s.
    20 Maksyutov A.A. Banking management. - M .: Alfa-Press, 2010 .-- 360 p.
    ......

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The next legal and indisputable way to reduce the tax burden is deductions of individuals for personal income tax, provided for by the Tax Code of the Russian Federation.

The tax security of an organization in the field of tax optimization is ensured by a set of measures aimed at developing an effective accounting policy, systematically monitoring the state of the legal framework for levying taxes and fees, and implementing competent tax risk management.

Thus, legal optimization of taxation consists in competent tax planning, which does not contradict tax legislation and allows the company to achieve excellent financial and economic results by using the best taxation model. Competent optimization of taxation and forecasting of possible risks provides significant assistance in creating a stable position of the enterprise, as it allows avoiding material losses in the process of economic activity. The tax policy of the state is ultimately aimed at making it profitable for organizations to pay taxes, and not to evade them.

1. Basalaeva E.V. On the management of taxes in the organization. Finance. -M, 2012 - No. 10 - p. 77-78.

2. Molchanov S.S. Taxes: calculation and optimization. 3rd ed., Rev. And add. / Molchanov S.S. - M .: Eksmo, 2010 .-- 544 p. - (Complete MBA course).

3. Tax Code of the Russian Federation. Parts one and two. - Official text. - M .: "Prospect", 2015. - 828 p.

4. Federal Law of the Russian Federation of July 24, 2009 No.-212 FZ "On Insurance Contributions to the Pension Fund of the Russian Federation, Social Insurance Fund of the Russian Federation, Federal Compulsory Medical Insurance Fund".

© N.B. Meladze, N. A. Goncharova 2015

E.A. Nikiforova

4th year student of the Faculty of Economics of the Financial University under the Government of the Russian Federation, Moscow

SYSTEM OF MOTIVATION AS ONE OF THE KEY FACTORS OF THE ORGANIZATION'S SUCCESSFUL ACTIVITIES.

annotation

This article examines the importance of the system of motivation and remuneration of personnel of enterprises, as one of the key factors of successful activity, and also shows the relationship of this system with other components of the corporate balanced management system.

Key words Motivation system, motivation.

Successful activity depends on many objective and subjective factors, they are ranked according to the degree of their influence and significance, depending on a number of other factors, such as the type and area of ​​the enterprise, competitive position in the market, etc.

The system of motivation and remuneration is one of the key factors and the driving force behind the success of the organization.

To date, a large number of motivation systems have been developed and implemented in the world, taking into account collective and individual indicators, goals and objectives, labor participation rates and other factors. The choice of a particular incentive system remains with the management of the companies and depends on:

Type of company activity;

Operating strategy of the company

Stages of development of the company itself.

One of the most popular and effective foundations for developing a motivation system today is a balanced motivation system (CCM). CCM is based on a system of material incentives. The basic idea is this: by following a certain tactic, the leader can motivate any employee.

The success of the implementation of the motivation system will be much higher only after the other elements are fully (or at least to a large extent) introduced.

The balance of the motivation system consists of two blocks, which we see on the graph.

The structure of a balanced system.

The stimulating block testifies to the correct orientation of motivation and consent, both on the part of the employee and on the part of the organization regarding wages.

The financial unit includes amounts that are focused on employee benefits and benefits. These blocks include statistical balance blocks, and the same ones include elementary balance groups, which describe in detail a brief statement of balance.

An important role is played by the transitional balance, which describes the rules for the transition from one CCM to another block.

The main advantages of CCM in use:

^ original development in the field of financial aspects of motivation; > systematic analysis of remuneration;

^ a set of principles that allow you to audit the system of motivation in the company and deploy it in the right "direction";

^ a high-level abstraction model like a balanced scorecard (BSC). Motivation management approaches should be flexible and adaptable to the situation. Management decisions remain the same: to give people more money by stimulating the growth of individual productivity. In my opinion, the best approach today that can be successfully implemented in Russian companies is a selection of universal and effective methods, namely CCM.

List of used literature:

1. Mitskevich A.A. Balanced motivation system. Part 1: problem statement // Economy and life. 2011.

Original Russian Text © E.A. Nikiforova, 2015

V.V. Oganezov

5th year student of the Institute of Economics and Management, North Caucasus Federal University, Stavropol, Russian Federation

EFFECTIVE MANAGEMENT OF A COMMERCIAL BANK

annotation

The article examines the aspects of effective management of a commercial bank, identifies the factors of the efficiency of banking activities, presents the requirements for the preparation of a set of intrabank regulatory documents.

Keywords

Bank, bank management, bank management system, business plan.

Today, the issue of successful business management in a commercial bank is more relevant than ever, which is largely due to the current political and economic situation in the country. One of the main tasks of reforming the banking system at the present stage of economic development is the development of an effective strategy for the institutional development of the banking sector in Russia.

The development of a strategy for effective bank management should be based on the features of its functioning as a whole as an open financial, socio-economic and production-technical system, which includes many elements that are interconnected in the form of subjects and objects.

The bank management system includes:

Methodological preparation of the system within the framework of which strategic goals, objectives of the bank's development are determined, methods, regulations, instructions are developed;

The vertical-horizontal organizational structure of the management apparatus, based on various criteria, for example, depending on the complexity and volume of banking operations;

Technical means and conditions for performing transactions (computers, software, communications, office equipment, office furniture).

Moreover, if the bank consists of many divisions, the overall financial and economic result of the entire bank as a whole should be higher than the individual results that would have been achieved with the independent work of these divisions.

An important place in the management of a credit institution is occupied by bank management on the basis of a business plan. To achieve the management goal, the following tools are used: a business plan and forecast scenarios for the bank's development. Process management for the development of operational business plans can be represented as:

Analysis of the bank's development over the past period with the identification of positive and negative factors;

Determination of the general (final) goal with the development of a tree of subgoals, work programs, executors, resources and deadlines;

Classification of problems, issues with analysis of causes, factors, comparison of actual data with design indicators;

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