Problems Faced by a Bank Manager
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Bank managers are responsible for the overall efficiency and profitability of the branch. Banks are structured in such a way that there is a head office where the institution’s top management operate from, and branches that are headed by branch managers. There are also various aspects of management within a branch, such as relationship, operations and credit management. All managers must ensure that they fulfill the policies, targets and standards set by the head office. Bank managers encounter challenges in all the key result areas of their work.
There are a number of challenges in keeping a bank manager's staff engaged. Bank work can be routine because of the repetitive tasks involved. Staff may also be demoralized if they have to regularly deal with difficult customers. Therefore, the bank manager needs to find ways to keep morale and productivity up and to enhance the employees’ job satisfaction. He must develop a system of job rotation where staff periodically changes roles to avoid monotony and enhance their skills. He must also develop mechanisms to identify and reward outstanding performance.
The head office sets targets for every branch, and the manager faces a challenge in consistently meeting or surpassing these targets. One of the duties of a bank manager is to develop, implement and review the strategies of the branch in retaining existing business and attracting new clientele to meet the identified targets. She then must determine how she will deploy the human and capital resources available to her to reach the intended objective. For example, a bank manger might decide to expand business through a marketing campaign that she funds from the branch budget. Her goal is to drum up enough business to meet growth targets established by the corporate or regional headquarters.
Supervising customer service is a very demanding role. Bank managers are in charge of ensuring that when customers visit the bank to open or close accounts, make deposits, apply for loans or process payments, they receive prompt assistance. If a customer is dissatisfied, the manager is responsible for sorting out the matter. Often, by the time a customer asks to see the manager she is already frustrated or even hostile because she didn't receive satisfaction from tellers or other employees. Therefore, the bank manager is the final arbiter. He has to calm the customer down and get her to a point where she is ready to listen, and then offer a solution that works for the customer while still protecting the interests of the bank.
The manager is responsible for ensuring that the daily operations of the bank are smooth and efficient. He oversees the hiring, deployment, training and development of staff so that they are knowledgeable in the working practices, policies, laws and regulations relating to their work. However, there are times when the manager has to make a difficult decision in letting staff go either because of non-performance or downsizing. The manager also supervises security at the bank to determine whether employees might be guilty of fraud or theft. In such an event, the manager faces the problem of containing the situation and taking appropriate action.
Joseph Petrick has been a writer and editor since 2003. He writes career, business and education articles. His work has appeared in several online publications including Career Today. Petrick holds a Master of Arts in philosophy/economic anthropology from Pennsylvania State University.
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