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6.2. Complete the sentences with appropriate forms of expressions from the article above:

1. If regulators have no major criticisms to make of a pro-fession, they give it a (a) 2. Rules that are strict enough to prevent abuses are (a)

3. Another expression for a large bankruptcy is (a) 4. If professionals do not do what they are meant to do,

they … their responsibilities. (c)

5.Ifsomethingmust bewatchedcarefully,isrequired. (d) 6. If professional standards are not kept high, there are (d) 7. Relationships with clients that are too close are too (d) 8. If a professional cannot act properly because work in one

area interferes with work in another, there is a (d)

6.3. Should there be obligatory rotation of auditors as rec-ommended by some regulators?

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UNIT VIII. BANKING

1. BANK ORGANIZATION

Text 1

Read the text and answer the questions:

1. What is the difference between commercial and state banks?

2. What makes bank managers to become more concerned with service marketing activities and with profitability and growth?

3. What are the duties of the officers (the president, senior vice-presidents, senior manager, the board of directors) of a small bank?

Banks are among the most important financial institutions. The way in which a bank is organized and operates is determined by its objectives. The first and most important function of a central bank is to accept responsibility for advising the government on the making of the country's financial policy and then to see that it is carried out. The aim of commercial banks is to earn profit. Over the years banks have developed organizational forms, or structures, designed to perform these various roles and to supply the services their customers demand.

A commercial bank which provides the same range of ser-vices year after year is less likely to be successful. Successfully competing in the constantly changing global business environment requires market-driven strategies that are responsive to customers' needs and wants. Executives who do not recognize the changes oc-curring in the vast array of markets for products and services will not be able to cope with the unprecedented competitive pressure in the market place. To improve competitive advantages they are dras-tically altering their business and marketing strategies, which may include downsizing, repositioning, market segmentation, market niching, altering the business portfolio, pricing, promotion and stra-tegic alliances between companies. With the global increase in the number of competitors banks face in their major markets, more and more banking firms have become market-driven and more alert to the changing service demands of their customers and also to the challenges posed by bank and non-bank competitors. This trend

08

forced bank managers to become more concerned with service mar-keting activities and with profitability and growth.

The service operations of a small bank usually are monitored by a cashier and auditor working in the accounting division and by vice-presidents heading up the bank's loan, fundraising, marketing and trust departments (if the bank offers trust services). These of-ficers report to the senior executives of the firm, consisting of the board chairman, the president (who usually runs the bank from day to day), and senior vice-presidents, who are responsible for long-range planning and for assisting heads of the various departments in solving their most pressing problems. Senior manager, in turn, re-ports periodically (at least once each month) to members of the board of directors — the committee selected by the shareholders to set a policy and oversee the bank's performance. There is often close contact between top management and the management and staff of each line division. Such banks present a relatively low-risk working environment, but with limited opportunities for rapid ad-vancement or for the development of new banking skills. Neverthe-less, such banks place the banker close to the customer and give bank employees the opportunity to see how their activities, espe-cially in granting loans can have a real impact on the vitality and quality of life in local communities. The organization chart of a large money bank is much more complex.

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