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The content and form of management emanate from strategies whose visionary core and fundamental criteria cannot be separated from the cultural environment in which the actors are embedded and to which they feel committed.

When determining the peculiarities of German management it is vital to investigate the cultural or environmental characteristics in which it is rooted and which constitute its basic form. This is particularly important in view of the tendency towards standardization of managerial action, a tendency strongly influenced by the requirements of worldwide competi­tion. For an analysis of German management it is appropriate to consider the problem from five interrelated perspectives: its economic and ethical basis; the legal framework, which limits individual and collective decision making; the organizational structure of management; managerial qualifi­cations; and those concepts that determine managerial action.

These necessarily affect the application of management tasks in various areas, such as; identification of priorities (for example, in Germany technological standards tend to dominate the production process whereas in the USA the emphasis is on market orientation); the timeframe for planning (for example, medium- or long-term planning in Germany versus short-term planning in the USA); conflict resolution (for example, of conflicts between the economic point of view and employee interests).

1. The style of management is:

1. universal for all countries;

2. depends on the nation;

3. depends on the type of economy.

2. To determine the peculiarities of German management one should take into consideration:

1. culture and environment;

2. standardization of managerial action;

3. worldwide competition.

3. The worldwide competition influenced:

1. standardization of managerial actions;

2. the requirements to the state;

3. legal framework.

4. To analyze German management one should consider:

1. the limits of individual and collective decision-making;

2. those concepts that determine managerial actions;

3. all interrelated aspects.

5. What are German priorities in management as compared with American?

1. market orientation;

2. short-term planning;

3. technological standards.

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A bank manager, who is responsible for a branch of business, usually begins his career as loan officer and acquires skills and experience going through several jobs. Bank loan offices make initial contacts with new customers, accept their loan application and assist them how to fill out a loan request.

Managers of the accounting and operation division control and direct one of the leading business areas concerned with financial planning through the interpretation and use of financial data for one thing. They are in charge of processing checks and clearing on behalf of their customers for another. Managers of the operations division of a bank supervise the work of tellers and handle customers’ problem with their checking accounts. The maintaining and improving the bank’s facilities are also in their line of business as well as security problems. The scope of their business demands that manager in the bank’s accounting and operations division should have solid training in the field of business and financial management and sufficient knowledge in up-to-date computer network system.

1. To become a bank manager one should:

1. go through several jobs in a bank to acquire necessary skills;

2. graduate from a special university;

3. to be a loan officer.

2. A bank manager usually starts his career with:

1. managing a new branch of business;

2. helping new clients to fill in applications for loan;

3. making important decisions.

3. The leading business area in a bank concerns:

1.handling customers’ problems;

2. analyzing financial data, executing financial planning and forecasting;

3. interpreting customers’ attitude.

4. Managers of the accounting and operation divisions:

1. tell the customers about their problems;

2. make initial contacts with new customers;

3. are in charge of financial planning and the work of tellers.

5. The scope of business of a bank manager demands:

1. a vast education in financial sphere and information technologies;

2. sufficient knowledge in computer programming;

3. solid training in the field of boxing.