dc.description.abstract | The Institute of Banking and Insurance The Major of Banking The Management Of The Commercial Bank And The Basic Problems Of The Turkish Comercial Bank Brief Translation Of Master Thesis Into English Advisor: Prof. Dr. Nazım EKREN Prepared By: A. Çiğdem ÖNAL Istanbul 1994CONTENTS INTRODUCTION 1 I) TURKISH BANKING SYSTEM 2 - 6 I - 1) The Birth, Growth And Importance of Banking I - 1 - 1) The Definition Of The Banking 1-1-2) The Importance Of The Banking I - 1 - 3) The Growth Of The Banking 1-2) Several Banking Systems 1-2-1) Open System 1-2-2) Close and Selective System 1-2-3) Semi-Open Model or Latin Model 1-3) The Market Structure Of The Turkish Banking System 1-4) The General Evaluation Of The Turkish Banking System I - 4 - 1) The Turkish Banking System As Formal Differences 1-4-2) The Turkish Banking System As Content 1-4-3) The Turkish Banking System As To The Subjects of Duty 1-4-4) Other Differences 1-5) The Banks Included In The Turkish Banking System 1-5-1) The Central Bank Of Turkish Republic 1-5-2) National Commercial Banks a) The Banks With Public Capital b) The Banks With Private Capital 1-5-3) Other Commercial Banks (Foreign Banks) a) The Banks Established In Turkey b) The Banks Opened The Branch In Turkey 1-5-4) Development And Investment Banks a) The Banks With Public Capital b) The Banks With Private Capital 1-6) Banks Association Of Turkey II) THE ORGANIZATION OF THE TURKISH COMMERCIAL BANKS 7-10 II - 1) Organization In General II - 2) The Characteristics Of The Organization Of The Commercial Banks II - 2 - l)The Aims Of The Organization Of The Banks II - 2 - 2) The Basic Principles Of The OrganizationII - 2 - 3) The Role Of The Human Factor In The Organization II - 3) The Models Of The Organization In The Commercial Banks a) Command Organization b) Command And Staff Organization c) Functional Organization d) Command, Staff, Functional Organization e) Command, Staff, Functional And Comittee Organization II - 4) The Organizational Structure Of The Commercial Banks II - 4 - 1) Headquarters Of The Turkish Commercial Banks II - 4 - 2) Executive Organs Of The Turkish Commercial Banks II - 4 - 3) The Branch Management And Organization In The The Turkish Commercial Banks a) Active Services b) Passive Services II - 5) The Classification Of Activities Of The Commercial Banks a) Classification As To The Functions b) Classification As To The Service Base c) Classification As To The Region Base II - 6) The Authority Transfer To The Commercial Banks a) Central Administration In The Commercial Banks b) Local Administration In The Commercial Banks III) THE MANAGEMENT OF THE COMMERCIAL BANKS 11-27 III - 1) The Management In General III - 2) The Characteristics Of The Management In The Commercial Banks III - 3) The Managemet Functions In The Commercial Banks a) Planning b) Organization c) Direction d) Harmony e) Auditing III - 4) The Examination Of Several Management Types In The Commercial Banks a) Autocratic Management Type b) Humanistic Management Type c) Liberal Management Type d) Moderate Management Typee) Democratic And Moderate Management Type IV) THE BASIC MANAGEMENT PROBLEMS OF THE TURKISH COMMERCIAL BANKS 28 - 40 IV - 1) The Aim, Extent, Method Of The Research 28 IV - 2) The Planning Problems Of The Turkish Commercial Banks 30 IV - 3) Organization Problems Of The Turkish Commercial Banks 32 IV - 4) The Executive And Coordination Problems Of The Turkish Commercial Banks 34 IV - 5) The Control Problems Of The Turkish Commercial Banks 36 IV - 6) A General Evaluation Of The Management Problems Of The Turkish Commercial Banks 39 CONCLUSION 41INTRODUCTION The banking sector which has an outstanding place in the financial system have noted impMiddlent developments in the last years. These developments, however, brought out several problems. One of the problems is `management problem` which is encountered by Turkish Commercial banking. It is possible to be competed in the international level that Turkish banks have to be computized, to improve in the autorization, and to form their organizational structure more effectively. The sophisticated and trained human power is the most impMiddlent resource for the banking system. Education policies have to be developed in order to rise the educational and knowledge levels. The sections have to work in coordination with each other in order to define the problems, and also there must be a regular flow of information between these sections. The controls which are kept up have any characteristic to put forward any differences, mistakes, and productivelessness. I consider that this research paper makes any help to indicate the management problems of the bank officiers, and the reasons of these problems, and also to think over the solutions.I ) TURKISH BANKING SYSTEM IMPORTANCE OF BANKING The banks are the trusting institutions. They have to care very much when they receive any deposit or issue any loan which are their basic functions. The banks contribute to the national economy in the way that they increase the investable funds, and facilitate the investment decisions as well as increase the consumption. The sector also make any development in order that it complies with the changing economical conditions. Even though Turkish banking sector has a short background, it has come into the process to integrate with the world financial system by developing increasingly after 1980s. THE MARKET STRUCTURE OF TURKISH BANKING SYSTEM A little number of the banks has dominated to the banking system in Turkey. So, this results in an olygopolistic characteristic in the existing system. After 1980s, it is defined for the function of the liberal market conditions that the policy of liberal interes rates and foreign currency rates applied. The system of exchange and foreign trade, and capital market are liberalized, the access to the system is made easy. It is a factor which spoils the liberal market conditions since to the access to the system is easy, but the exit from the system is not easy. This results in the unjust competition. It is required thatthe necessary regulations should be issued in order that the banks which have the weak financial power are able to exit from the system. The main thing which separated the middle and small-scale banks from the large-scale banks is that the relationships at the middle and small-scale banks are the direct ones with the organisation, individuals, and the bank officiers. At the middle and small-scale banks, most of.the shares are gathered in the hands of one or some members of any family. The destiny of the bank is largely dependent upon the desires of those shareholders. The small and middle-scale banks are not easily able to use the modern methods of the management. It is unenough to gather the data at the small and middle-scale banks. They are not effectively able to use the means of advertising in order to increase the clients. Despite of this negativeness, there are some factors in favor of the small and middle-scale banks. They are as follows; The local directions of the small and middle-scale banks have qualifications to provide the define clients themselves in the market. The small and middle-scale banks show different specific behaviour at the base of the clients. Their greatest advantage is, however, able to relate with the small and middle-scale firms which are looked down on by the large-scale banks. There is a tendency to the large-scale banks rather than the small banks in Turkey and in the world. Our banks are numerous, but their size is generally small and unenough. The release of our banks from this negative situation is to be provided by turning towards the integration with the condition of their unmonopolystic development. Therefore, the system of the great banking should be started, the advantages of the system should be used, and the rationality of the banking should be increased.Turkish banking system makes any impMiddlent developments between the years of 1980 - 1990, on the other hand, it has encountered with several problems which these rapid growth and development brought about. When we examine Turkish banking system, the following developments have been seen in the sectors last years:. Setting free the interest rates,. Forming the money market and capital market,. Setting free the exchange of foreign currencies,. Computerizing and automation,. Diversifying the services and products to be supplied and reformism,. Yncreasing the international operations, the efforts to be integrated with international financial markets,. Establishing the new financial institutions by the banks,. Transparency in the banking system,. Attach the impMiddlence to international training and specialization,THE BANKS IN THE TURKISH BANKING SYSTEM The Central Bank The Central Bank of the Turkish Republic is the institution which serves for the public interest. The dominant function of the bank is not to get any benefit. The Central Bank is a reserve bank, and the institution of the ultimate loan. However, the functions of the Central Bank are classified to execute the money and credit policy, development plans and annual programs in the appropriate way; make necessary prosecutions together with the government for the purpose to protect the internal and external values of the national currency; regulate the size and circulation of the currency in accordance with the law; to take upon the process of the loan to the domestic banks in the limits of this law. In Turkey the privilege to export the banknotes just only belongs to the Central Bank. The Domestic Commercial Banks The national bank is the bank which is established by the Turkish laws; put its capital as Turkish Lira; and its management, auditing, and majority of its capital belong to the Turkish citizens. A) The banks with public capital; They are the banks in which total capital belongs to the state. B) The banks with private capital; They are the banks which have no contribution of the state or public institutions in their capital. Other Commercial Banks (Foreign Banks): They are the banks which provide any part of their capital from aliens or foreign institutions.Development and Investment Banks: They are the banks which deal with middle and long-term credits and financing. THE TURKISH ASSOCIATION OF THE BANKS The Turkish Association of The Banks; A) Assures the development of the banking profession, B) Provides that the banks work in accordance with the necessities of the economy in the unity and in the dignity and discipline the banking profession requires, C) Are authorized to take and enforce all precautions in order to prevent the unjust competition between the banks. The association follows the application of the decisions and precautions it makes, and also the regulations of the banking.II) THE ORGANIZATION OF THE TURKISH COMMERCIAL BANKS THE AIMS OF THE BANK ORGANIZATION 1. ORDER: Order means the saving of resources, time and energy during the performance of all the activities in the business. 2. SPECIALIZATION: Specialization is required to be provided the high productivity in the process which needs information and education. 3. COORDINATION: Coordination is to provide the harmony between the efforts of the individuals to reach the aims of the business. 4. DEFINE THE POLICY: Operating the bank organization in accordance with the aims of the bank is realised by the method of the description of the professional policy. 5. MAKE DECISIONS: Managers realize the business activities by making decisions in the directions of the aims of business with the facilities of the organization under the powers and supervisions given.THE CENTRAL ADMINISTRATION OF THE COMMERCIAL BANKS The powers of planning and making decisions is on the initiative of general management. General management has an absolute domination on its branches. The decisions made are conducted to the branches in the hierarchy. The main advantages and disadvantages of general management in the commercial banks can be classified as follows: Advantages: 1. It provides the unity in the policy, practice, and making decisions. 2. It gives the possibility to utilize from the experienced and specialized persons by very little costs in the solutions of the problems of the branches. 3. It deduces the reports, researches, and correspondance which are made in the bank to the minimum level. 4. It provides the possibility to the management more effective planning and coordination. 5. It gives the possibility to make supervision by very little costs. 6. It reduces the educational costs to the minimum level. Disadvantages: 1. It results in the working environment which does not give any possibility to train the manager.2. It prevents the top managers of the bank to give enough time for the basic banking problems because of occupying with unimpMiddlent duties. 3. It decreases the quality of the service which should be supplied the clients since the mechanism of making decision operates very slovly. 4. It causes unflexible decisions made within the bank. LOCAL ADMINISTRATION IN THE COMMERCIAL BANKS The competition in the banking sector, and increase in the size of the works make several products and services require. Besides, technological renovation, and new products and instruments have been applied. The banking sector have operated in the way that the clients desired, and in the principle to reach the modernization by increasing the productivity. The quality of the service is depend upon the rapidness of the processes within the bank. This rapidness is, however, provided by increasing the power of the branch managers and to give self-administration right to the branches. Advantages: 1. It gives the possibility to be able to compete with the other banks. 2. Yt provides to be supplied to the clients more qualified and more speedy. 3. It increases the satisfaction of managers and personnel. 4. Yt excludes the top managers from the daily decisions. 5. Yt develops a working environment which helps to be trained the new managers for the future.Disadvantages: 1. It prepares the background for repeated decisions of loan. 2. It increases the training expenditure. 3. It requires more and more managers and assistant personnel. 4. It increases the activity expenditures. 5. It creates several supervising problems. 10IH. THE MANAGEMENT OF THE COMMERCIAL BANKS The prosperity and happyness of the individuals are dependent upon the satisfaction of their requirements. The individual who has a limited potential physically, biologically and psychologically is required to live with other individuals and to unify its effort in order to satisfy the needs. There are five basic functions of the management activity: - PLANNING: This is the first function of the management activity. Unplanned organisation, direction, harmony, and supervision do not state any meaning. Planning is defined that the principles of the manager are determined in the near future. - ORGANISATION: This is the second one of the management activity. This is the organisational stage of the planned work. - DIRECTION: This is the third one. This is that the managers totally subordinates what they have to do. - HARMONY: This is that the efforts are unified and regulated periodically in order to reach a definite aim. It is to create the necessary environment for the coordination between the employees. - SUPERVISION: This the final one of the management activity. It is to determine and expose if the activities are convenient for the orders and principles in order to adjust the mistakes and to prevent to be repeated. 11PLANNING It means that the most convenient way is to determine in order to execute the operation rationally; to make decisions before starting the operation; and to reach the aims. The required components in the best plan are: - Aim: The movement which is treated should have a target or a purpose, otherwise, it is not useful. - Resource: The circumstances in which the facilities are got. For example, human power, money, time, materials, installation, economical and political policies. - Method: The way system, and method which are required to reach the aims are determined. - Control: It is required if it is suited the ways which is determined in the plan, if it is utilised from the certain resources, and finally if it is applied to the planned targets. Setting Strategic Objectives and Planning to Meet Them The essential steps of a strategic planning are: 1. Definition of Organisational Purpose No business organisation can drift aimlessly, there must be a vision about what the company expectxs to achieve. In many cases, there is a vision, although it is never articulated or shared. 122. An Environmental Analysis Economic, political, social, technological threats and opportunities must be analysed. 3. Internal Strengths and Weaknesses Assessment The Internal Factors:. The current market and services. Financial resources. Operations and productivity. Technology. Management and staff. Organisation. Information. The service system 4. The Strategic Gap As a result of the assessment of external opportunities and threats and the current internal strenghts and weaknesses it will probably be found that there are a number of gaps which exists between what the organization wants to achieve and its current capabilities. This is known as the planning gap. J. Strategic Decision Making Ultimately decisions must be made about how best to provide a balanced range of services supported by appropriate investment and underpinned by an organisation which can guarantee effective performance both in the provision of the service and its delivery to the customers. 136. Strategic Planning in Action Planning begins when a group of experienced managers together with a number of specialists in economic forecasting provide a detailed analysis of the strengths, weaknesses, opportunuties and threats which face the organisation over the next three to five years. This is then linked with a record of past performance. It covers profit, return on assets, growth, position in the banking league, dividents, staff performance and supply, industrial relations and other key factors. ORGANISATION Types of organisation: Each type has its own culture - Bureaucracy A bureaucracy is built on a series of roles which are clearly defined and which people are trained to play. a) Training is very impMiddlent -because it helps occupants into their role. This contrasts with the power organisation where the `boss` believes that everyone should simply model themselves on him. b) Procedures and rules are sacrosanct. c) Hierarchy and status are clearly defined. d) Relationships are governed by rules and regulations. This gives a clear sense of fairness but creates a feeling of impersonality because individual circumstances are not taken into account. e) The organisation values stability. It responds sluggishly to changes and unexpected events. f) Decisions are based on defined authority. Initiative beyond the boundaries of authority is frowned upon. 14g) The bureaucratic organisation has all the features of the classical structure; pyramidical and functional. Downward communications link the good but lateral communication accross disciplinary boundaries is more difficult. The Bureaucratic Structure ChiefExecutiv Financ Personnel Operation Operating Depts Financial Management Salaries Training Employee Marketin Accounting Accounting Relations Sales Advertising.ket Marl Research - Project Based Organisations The work of those organisations is usually based on a succession of different tasks. This type of organisation usually: a) has a small stable central core staff; b) it can handle simultaneously a number of tasks at verious stages of completion; c) people can be moved rapidly from one project to the another; d) there is Iittly hierarchy. Informal relationships are encouraged; e) members of the organisation are expected to show energy and initiative; f) it encourages flexibility, adaptability and responsiveness; 15g) innovation and creativity are highly prized; h) the need for a high level of co-operation between different disciplines encourages lateral communication; I) team members have a lot of dicretion. Boundaries are loosely defined and individuals are given plenty of freedom; j) often has a matrix-like structure with disciplines forming one axis and projects the other. The structure allows for considerable flexibility but often causes confusion because each person has (at least theoratically) two bosses - his project boss and his disciplinary boss. This also gives rise to ambiguity and uncertainty about intentions, authority and responsibility. - People Based Organisations The characteristics of such organisations are: a) low central control; b) high value is placed on individual action; c) standards often derives from a professional base; d) little formality; e) very little interaction takes place between individuals. The structure is based on a central core which provides essential services around which circle the individuals who provide the professional service. 16MOTIVATION In reviewing performance we should ask three questions:. Can the person do the job? (Ability). Does he want to do it? (Motivation). Has he the tools to do the job? (Resources) Performance is a function of these three factors : - Ability, - Motivation, - Performance. Abraham Maslow and the Hierarchy of Needs Abraham Maslow, in 1943, offer a very useful guide to understanding what satisfactions people seek from work. The needs he identified are: Basic Needs - These are concerned with survival and health and will include the need for food, sleep, shelter and sex. Security and Safety Needs - represent physical safety and emotional and economic security. Liking and Belonging Needs - recognise the need to be accepted by, to become part of, to be liked by the group of people with whom we live and work. Status Needs - are concerned with one's place in society, and the organisational and social hierarchy. Recognition Needs - arise from the need for praise when one has made a contribution. Power Needs - are concerned with the desire to exercise authority and control over others. 17Competition Needs - are associated with the desire to win, take risks, to gamble. Autonomy Needs - emphasise the impMiddlence of freedom and individual self-control. Achievement Needs - place a high value on the ability to learn and develop. Maslow's Hierarchy of Needs MOTIVATION AND BEHAVIOUR One of the difficulties a manager faces, even if he understand and accepts Maslow's theory, is how to recognise what motivates his subordinates. The best guide is their behaviour. 18Status. likes routine and predictability. likes detail. worries. becomes defensive if criticised. wants rules and regulations. needs clarity of instructions. dislikes change and ambiguity. resists change of job. prefers to do things himself because he knows they are done. works hard. Belonging. likes joining clubs, pubs. enjoys team games. conforms to the values of the group. is loyal to team members. likes to share opinions before making decisions. resists change if it will disturb his group. wants to be popular and as a manager could be a poor disciplinarian and delegator. becomes defensive if group is attacked or criticised. briefs and communicates well to keep team-mates in picture. Competitor. works hard to achieve goals. takes risks. likes challenge 19. 'gamesman' - life is a competition. jelaous of rivals. wants to win / a poor looser. does not work well with teams. a 'loner' Recognition. needs and likes praise. draws attention to achievements. displays trophies. likes to be the centre of attraction. works hard, wants to succeed Power. enjoys taking decisions. likes organizing others. enjoys controlling the work of others. has clear ideas and can express them well. likes being involved in running things. he can live with difficult decisions. can be constructively critical about organizational performance. shows initiative Autonomy. takes responsibility enthusiastically. likes new opportunities. decisive. express himself clearly 20. can be very critical of the organization. likes to go his own way. stubborn in defence of his own ideas. leisure pursuits are usually solitary. dislikes rules. dislikes bosses Achievement. wants to learn. welcomes change. dislikes routine. likes ambiguity. enjoys taking risks. likes innovation. does not necessarily finish things well CO-ORDINATION The organization structure isbased upon the divisions of work into separate functions and departments. But these units usually link with other departments to ensure that the organisation achieves its goals effectively. This process is normally termed co-ordination. A well coordinated business, achieves a high degree of cooperation between departments and there is a common culture which is strong enough to transcend minor differences of approach. But sometimes problems arise. 21METHODS OF CO-ORDINATION THE ORGANISATIONAL STRUCTURE, COMITTEES AND MEETINGS, NETWORKS, LIAISON OFFICERS, PROJECT GROUPS METHODS OF CO-ORDINATION There are many ways of achieving co-ordination. They include: 1. The organisational structure - The hierarchy is designed to ensure that at key points where the work of two departments needs integration, a co-ordinating level exists to facilitate it. If this does not exist, conflicts might escalate through many levels before they can be resolved. 2. Comittees, work groups and meetings - Sometimes these take the form of standing comittees and are a typical means of achieving co ordination on a continuing basis. Other comittees came into being to co-ordinate the work of several individuals or departments to achieve a spesific goal. After this has been achieved they are disbanded. 3. Networks - Between heads of department or menmbers of departments, whose joint efforts is necessary to achieve a goal. These are usually informal and are activated when needed. 224. Liaison officers - Are sometimes appointed to cary through a task needed the co-operation of several departments. The officers' job is to secure the co-operation of each department to the achievement of a goal. 5. Project groups - Temporary interdisciplinary terms brought together to bring about a spesific change, e.g. the introduction of information technology into the region or branch. CONTROL Part of the manager's task is to make sure that he has sufficient grip on his task to make necessary changes before damage happens. To do this he needs a system. THE ELEMENTS OF CONTROL Apian Every manager needs a plan so that he can compare what is actually happening with what should happen. Working without a plan is like driving in a blizzard. There is no sense of direction and no idea where there is no plan. Comparisons Some means must be found of checking or monitoring progress to find out any variation from the plan. The key issue in this respect is to identify which are those elements in the operation which if unchecked will cause major variationss in plan. Other factors can be ignored for control purposes at least. 23Variations Variations must be noted and impMiddlent ones must be reported to the appropriate person. Both these factors are impMiddlent. Minor variations are not worth bothering with unless they appear to indicate trend. Timing Control information which is available too late might just as well not be available at all. Taking action The manager must decide, if he discovers a significant variation, what to do about it. Sometimes he might do nothing. Cost Finally, a control system must always justify itself. If the costs of control outweight the benefits, it is better to dispense with the control. TYPES OF CONTROL SYSTEM Automatic controls Most organisations have some controls which operate automatically if significant variations occur. For example, in banks certain levels of overdraft automatically trigger a communication to the person concerned. Invoices are automatically sent out on a particular day each month or payment is made regularly on a spesific date. These controls became established procedures - part of an automatic system. 24Hierarchy of control Different kinds of information are needed at different levels of an organisation. The general manager of a large clearing bank and the supervisor in one of the branches have very different information needs both in range and detail to monitor and control their tasks effectively. Budgetary control Most managers are familiar with budgetary control systems which are widely used. Under this sytem managers set out in financial terms what their targets are for the next year and their estimate of the costs of hitting the targets. They will have to protect their labour costs, operating costs, equipment, materials, travel and so on. They will also have tp make estimates for income. These will all be expressed in financial terms. Income and expenditure will be carefully monitored and the manager will be given figures of actual income and expenditure monthly. These figures enable him to measure progress and to take any corrective action if he is deviating from plan. AUDITING According to the Turkish regulations, the types of the auditing of the banks and the organisations which is realized this supervision are: 1. INTERNAL AUDITING A) The supervisors who are elected by the board of the directors. It is the most powerful organization of the internal supervision. It informs its reports and observations to the board. It has the authority to participate in the meetings of the executive organisation. 25B) Inspectors are the staff who are appointed by the general manager and he board of the directors of the bank. C) The supervision of the shareholders; This right is able to be used by one, some or all of them. 2. EXTERNAL AUDITING The beneficiary for the external auditing is public office and the courts. It is likely to encounter the oppressive money penalty, sending to the jail, entirely closing the branch or the bank in this auditing. A) The auditing of sweared auditors of the banks; they are on duty in the order of the Undersecretary of the Treasury and Foreign Trade of the Prime Ministry. They are responsible for the control of all the banking operations and providing entirely auditing of the banks. B) The auditing of the trained accountant and the inspectors of the Ministry of Finance is the auditing of Taxation Law. C) The auditing of the Central Bank has some authorities over the banks. It has to inspect in order to be used these authorities and to be followed their results. D) The auditing of Supreme Auditing Committe. E) The auditing of the Association of the Banks of Turkey. F) The auditing of the inspectors of the Ministry of the Industry and Commerce. 263. SPECIAL EXTERNAL AUDITING This institution is already in the formation period. A) Trained financial consultants. B) Private auditing firms. The success in the financial sector which is based upon the trust is possible by the existence of the independent auditing institutions. THE EXAMINATION OF SEVERAL MANAGEMENT TYPES IN THE COMMERCIAL BANKS A) AUTOCRATIC TYPE OF MANAGEMENT: The manager considers the components of production and the productivity in the autocratic type of the management. B) HUMANISTIC TYPE OF THE MANGEMENT: The main aim is to be improved the humanistic relationships in this type of the management. The humanistic manager could not make any decision which is never approved by his subordinated, and could not spoil the harmony and comfort of the employees by his decisions. C) LIBERAL TYPE OF THE MANAGEMENT: In this type of the management there is an indifference against the production and the service, such as the human. The employees execute the operation as they know, the manager never intervenes. It is enough to execute the operation given at the minimum level. D) THE MODERATE TYPE OF THE MANAGEMENT: In this type of management the aim is to establish a balance between the component of the 27human and the components of the production and the service. The way to provide the desirable productivity is to keep the morality of the employees at the positive level. The manager is just and resolute, he receives the necessary data from his subordinates while making decision. E)THE DEMOCRATIC AND PARTICIPANT TYPE OF THE MANAGEMENT: The democratic manager considers the impMiddlence operation as well as individual. He provides thet the employees partyicipate to make decisions. In this type of the management the success and happiness of the employees are possible by reaching the targets af the production and service of the organisation. The organisational aims are completed with the individual aims* IV) THE BASIC MANAGEMENT PROBLEMS OF THE TURKISH COMMERCIAL BANKS IV - 1 ) THE ATM, EXTENT, METHOD OF THE RESEARCH The commercial banks became successful in a very short way by reaching the aims and targets which are defined by themselves. The aims and targets of the banks are effected negatively because of the internal and external factors. The banks which achieve to reduce these problems to the minimum level become dominant in the competition. To reduce these obstacles to the minimum level is previously possible to describe the obstacles. In this respect, itis easily and correctly decided to begin how to solve. In our country, the fact is that some commercial banks were eliminated or weakened in the financial structure indicates our domestic banks have still impMiddlent problems of the management.This research has tried to expose the problems of the banks 28which were not able to adapt the process of the rapid growth and change the banking system live in. The extent of the research gives six Turkish commercial banks which have different size in the Turkish banking system. It is given in the table below the banks which are participated in the research and enlightening information related to these banks. 29oRelated departments in the general management of each bank is choosen as data source. These managers occupying top executive organs are the persons who are able to give correct information which will reach the aim of the research, authority to talk on behalf of the bank. They are the persons who are able to look at the management case extensively, and they are correctly able to determine the problems of the bank. The method of questionnaire is choosen as the method of data collection to reach the source by a very short way. Therefore, it is possible to take the correct answer in a very short time. IV - 2) PLANNING PROBLEMS OF THE TURKISH COMMERCIAL BANKS The banks which are classified as large, middle, and small-scale banks give the answer to 9 planning questions in the questionnaire form as yes - no. In table, the cumulative totals of the answers which are given by the banks to the planning problems are the basis in the range 1 to 9. The problems are calculated a general value in compliance with the answers which are given by the banks and these problems are classified by this total. 31The Planning Problems of the Turkish Commercial Banks 32IV - 3) THE ORGANISTIONAL PROBLEMS OF THE TURKISH COMMERCIAL BANKS Seven problems are marked in order to define the organizational problems of the Turkish Commercial Banks. An evaluation of the answers is indicated in the table. A general evaluation of all the problems is done later on. 33The Organizational Problems of the Turkish Commercial Banks 34IV - 4) THE EXECUTIVE AND COORDINATION PROBLEMS OF THE TURKISH COMMERCIAL BANKS Six problems are marked in order to describe the basic management problems related to the executive and coordination problem of the Turkish commercial banks. 35The Executive and Coordination Problems of the Turkish Commercial Banks 36IV - 5 ) THE CONTROL PROBLEMS OF THE TURKISH COMMERCIAL BANKS Six problems which are likely to occur in the banks are studied in order to determine the control problems which are encountered by the Turkish commercial banks. The Control Problems of the Turkish Commercal Banks 37THE ANSWERS GIVEN TO THE QUESTIONS When the research is examined, it is easily seen what are the basic problems that are encountered by the Turkish commercial banks which had participated in the research. Even though the large and middle-scale banks were able to give the necessary time for the planning of banking services, 50 per cent of the small-scale banks did not give any positive answer. They explained that they have recently began working even though they submitted that this problem was very important. The time problem is discussed since this fact is observed in the small-scale banks which are newly established. All the banks which participate in the research have explained that the long term planning working had no significance because of the economical reasons. The extensive unstabilities which are able to expose and be called as the crisis 38in the national and international money, credit, bank, foreign currencies, goods, stock exchange and investment markets have effected the strategical plans negatively, and these unstabilities make any revision get difficult. The branches never participate in any process of the planning in the banks. They just only provide information to the sections related to the planning, or receive information by meetings or computer network. The planning has been made by the general management which considered the targets of the branches. The fact that the decision mechanism slows down since the authorities gather in one center for 84 per cent of the banks which participated in the research have become one of the problems which was brought by the central administration. The diagram of the organization and job description indicated the statical situation are considered in the large and middle-scale banks, but the fact that these are not considered in the small-scale banks have become an important problem. Another problem, the fact that the defined duties, authorities, and responsibilities have frequently been left is not seen in the large-scale banks. Despite of rigid rules, the necessary flexibility is taken into account since the provision of the discipline is very important. 50 per cent of the middle-scale banks do not rigidly apply this function. In the small-scale banks, the job areas are violated amd the authority conflicts are become since the restrictions are not described. 39The appointments, promotion, and employment are performed objectively in the large and middle-scale banks which had participated in the research. A fair objectivity is provided since there are the existences of a sophisticated methods of the improved examination and interview, and also merit system. The evaluation in 50 per cent of the small-scale banks is observed unreliably since that is secretly performed by the general management. The difficulty for the specialized personnel who execute the organizational activities just only is seen in the small-scale banks, this difficulty is not seen in the large and middle-scale banks. The only problem observed which is not permanent and sufficient for the flow of correct information from bottom to top in the organizational structure in order to be able to audit is seen in 50 per cent of the banks participated in the research. The subject is based upon the established of management information systems. TV -6) GENERAL EVALUATION OF THE MANAGEMENT PROBLEMS OF THE TURKISH COMMERCIAL BANKS After examinationof the problems of planning, organization, executive- cordination and control of the Turkish commercial banks participated in the research by describing large, middle, small-scale banks, it is useful to arrange the necessary facts. 40The mentioned problems are described as follows: 1. The efforts of the long-term planning is able to remain insufficient because of the economical reasons. 2. There is a lack of coordination between the plans of several function departments. 3. According to the different conditions, any modification of the plans is not able to be made without losing any time. 4. Gathering the authorities in one center (control administration) makes the decision mechanism slow down. 5. The described duties, authorities, and responsibilities are frequently left. 6. Personnel are not able to be fed the necessary and sufficient internal training. The flow of correct information in the organizational structure from bottom to top is not in the systematical, permanent, and sufficient level in order to be able to be made the controls. 41CONCLUSION The banking activities extensively included in the service production. In last years, the developments in the banking services are very significant. The banks have an intermediary role in the economical and financial markets in order to transform the savings into the investments. The banking sector has no effective role in the development of the country. Therefore, the description of the problems is very important for the sector and the economy in general. In this research, we, however, mentioned and studied what the management problems are. The economical unstability significantly hinder the planning working of the Turkish commercial banks. The unstabilities which will be able to occur in the way and credit markets have effected the strategical plans negatively. In the extent of the country, the encouraging policies and applications for the savings should be considered. The banking policy of the government to follow in the long period is previously required in order to reduce the uncertainty to the minimum level. This policy should be taken up seriously and should not significantly be modified by any political power. The communication means should be used effectively in order to remove any lack of the coordination between the activity departments. The plans should be flexible in order to be realized in compliance with changing conditions. The basic problems of the organization of the Turkish commercial banks are that the central administration make the decision mechanism slow down; the defined duties, authorities, and responsibilities are frequently left; job description and the diagram of the organization is not necessarily considered. 42The Turkish commercial banks execute their activities by the comprehension of local administration because of the process of recently rapid development. In most countries, the local administration is began to be considered inorder to realize the efforts of growth, profit, and presentation of the most qualified service. The problems which are created by the central administration in the conditions of the intensive competition should be considered, the strategies should be made in order to transfer to the local administration in the long term gradually. The number of the branches of our banks is that an outstanding sample for the extreme organization should be taken care, diminishing should be realized as a lot of successful banks did, each bank review its branches one by one, and should immidiately close if any branch has a little advantage, and too many costs. The control activities in our banks are put in the rationalistic base. The banks have very high costs of time and source to be beared because of several auditing types. Whereas, the rationalistic control is not a lot of one, but quality and profoundity. In the control activities, the flow of correct information from bottom to top should be permanent. For this purpose, the personnel should be trained for this subject, and the importance of the subject should be told, and the communication means should be reviewed. The management problems are the problems which are brought because of immediate developments. The Turkish banking system brings a new 43dimension to this immediate development by appointing the young managers to the top management in last decades. The young managers, who know a foreign language, accept a new point of view of the world, and are able to apply new developments, bring a new approach to the bak management in order to evaluate the facilities which are given to themselves. Despite of the problems, the Turkish banking has shown the positive developments. | en_US |