Management of profitability (efficiency of commercial activity) of the bank

Profitability is the most important requirement for the activities of any business entity. In the practice of financial management, it is defined as the ratio of actual income minus the costs associated with its receipt to income before these costs are deducted. Throughout the first stage of the market transformation of the financial and credit system of Russia, the high level of this indicator of the activity of commercial banks was ensured primarily by the favorable situation for them in the financial markets.

A certain experience in the use of financial methods of profitability management at the on-farm level was accumulated in our country during the period of the planned economy. In the mid-80s, in connection with the transition of most enterprises to the self-financing regime, they became widespread in construction, industry and transport. However, their introduction practically did not affect the banking system, which continued to operate under conditions of strict centralization of management, based solely on administrative methods. It is indicative that a similar situation has been preserved in commercial banks, most of which were originally created as non-state structures.

In a market economy, the management of the production units of the enterprise is carried out using mainly administrative methods. Management decisions, passing through the entire hierarchical chain of command, have a strictly directive character. Personified responsibility for their execution is borne by the heads of departments, who, in turn, are endowed with the necessary authority to distribute the received tasks among subordinates. At the same time, no additional motivation for their successful implementation is provided for the units as a whole. The principal organization of interaction between subordinate authorities can thus be reflected in the following simplified scheme:

Such an approach is used by any type of economic entities, with the exception of the largest transnational corporations, where the multi-level hierarchy of authorities makes the very possibility of strict centralization of management problematic. In such structures, it is allowed to expand the powers of the heads of productions, branches, subsidiaries allocated in the organizational structure of management (hereinafter referred to as "OSU"). To do this, they are allocated appropriate financial resources, which are subject to decentralized distribution. In some cases, for large divisions of diversified corporations and holdings, a certain relationship may be established between the actually secured economic results and the size of their own targeted financial funds. (с145.5)

Foreign scientists specializing in the problems of production and financial management explain this practice by the inappropriateness of any economic motivation of structural units. Their functional responsibilities are clearly defined by the relevant internal regulations, for the implementation of which the heads of these departments are directly administratively responsible. Even in the field of personal management, economic methods are used to a minimum extent, the necessary motivation of employees is provided by the very fact of maintaining employment relations and the direct remuneration arising from it.

Solving the problem of managing the economic efficiency of a bank's activities is the prerogative of managers and analysts of a particular bank and directly depends on the approaches they use in their daily work. However, a truly successful solution to this problem is impossible without an information and analytical system that will allow you to make important management decisions based on timely received and analyzed information. (s28.4)

One of the important tasks when working with such an information-analytical system is the collection, transformation and accumulation of initial data, on the basis of which methods for analyzing the activities of bank departments are formed.

Analysis of income and expenses

For analysis, there is enough data on the balances and turnovers in the accounts of income and expenses. At the same time, each personal account opened on income/expense accounts is assigned a subdivision that conducts operations on this account. However, one subdivision does not always correspond to one account, most often there are several such subdivisions. In this case, it is necessary to set the shares of each of the departments working with this account in order to further "distribute" the amount from this account when calculating the profit of the departments.

Naturally, not all divisions of the bank are profitable. Thus, the category of service divisions, to which, for example, the information technology division belongs, do not bring direct profit and are, in fact, unprofitable. However, the normal functioning of the bank without such a category of units is impossible. There is a need to allocate the costs of a particular unit to profit centers.

For this purpose, you can use various criteria (for example, the number of profitable divisions), distribute expenses in proportion to given shares, or use more complex indirect distribution algorithms.

General banking expenses also need to be redistributed between the bank's divisions and only then calculate the profit of each of them.

The described methodology is an estimate, since the formation of the criteria for "spreading" the amounts is influenced by subjective factors. In addition, it cannot be used to evaluate the performance of service departments. However, this technique can be used for the initial assessment of the effectiveness of the activities of departments and in the formation of a system of material incentives for employees.

In many banks, the function of managing the efficiency of bank divisions is entrusted to the Treasury service, which manages cash flows. The list of duties of this service includes liquidity control, compliance with foreign exchange positions and management of the gap, i.е. balance of assets and liabilities. The Treasury regulates the profitability of operations (in terms of covering general banking costs with income).

When using this model, the bank gets the opportunity to consider the Treasury from two positions:

when the unit is not a profit center, but performs only regulatory functions;

when a division acts as a profit center and tries to make money in the external environment along with other divisions of the bank. (s45, 6)

Model of work of the Treasury as a monopoly service that regulates the flow of attracted and allocated resources

Here, the Treasury acts as a service that regulates the intrabank flows of attracted and placed resources, i.e. all operations in the foreign and domestic markets are conducted exclusively through this service.

Since in this case the Treasury is a kind of monopolist, it should not have the right to put other divisions of the bank in worse than market conditions, i.e. set transfer prices "linked" to the market. At the same time, the main task of the Treasury remains to control the state of the liquidity of the bank as a whole, and all profits earned by this unit are attributed to the general bank profit.

The Treasury's profit is calculated as the difference between the purchase and sale prices of resources. This model operates in the absence of opportunities for attracting units to sell resources outside, and for allocating units to buy resources in foreign markets. Attracting and accommodating divisions do not have the right to work directly with each other or conduct operations in the external environment, bypassing the Treasury service. (s133, 11)

Model for evaluating the effectiveness of the Treasury as a CPA

In this case, the Treasury acts as a profit center, i.e. its main task is to control the liquidity of the bank as a whole. At the same time, the Treasury seeks to reduce the amount of costs and increase the profitability of its operations.

The allocating and attracting subdivisions can carry out activities in foreign markets or conduct transactions between themselves directly, bypassing the Treasury.

The Treasury may have different prices for the purchase of resources within the bank and from external sources, as well as for the sale of resources to host units within the bank or to external clients.

When internal services work through the Treasury, the amount of risks per operation is reduced, since the Treasury bears part of the risks. At the same time, the Treasury itself is interested in establishing such transfer prices that will allow it to make a profit, since part of the profit in this case will go to material incentives for its employees.

In addition, both attracting and hosting units, having freedom of choice, can earn profit both from working with the Treasury and from external sources.

The main goal of all departments should remain the profit of the credit institution as a whole.

To analyze the income and expenses of divisions, it is sufficient to use information on balances and turnovers on personal accounts as initial data. In addition, there is a set of forms for entering and editing data according to the criteria for posting amounts. The built-in report generator gives the user the ability to generate reports of any complexity, based on the results of the analysis of the necessary information.

The system has a powerful graphical interface that allows you to get results in the form of graphs and various charts.

To implement more complex analysis models, the requirements for initial information also increase. The task of evaluating the performance of bank divisions can be solved within the framework of management accounting, which, in turn, can be maintained both in the current accounting system and in an analytical application (within departments, products and types of income / expenses). This requires information on the amounts of allocated and attracted resources, terms of attraction/placement, current interest rates.

The above tools allow us to solve not only the task of evaluating the performance of departments, but also other tasks that arise in the course of the functioning of a bank. Nowadays, issues of stability, reliability, stability of the banking system as a whole and its elements - banks are becoming increasingly important in Russia.

The stability of the bank should be understood as its dynamic state, which provides the necessary degree of protection from the adverse effects of external and internal factors. The stability of the bank can be considered as a condition for its progressive movement. (s203.8)

Types of bank stability can be classified according to a number of criteria, including by nature (economic, political, moral stability); based on its general assessment (real and imaginary stability); by time of provision (long-term and short-term sustainability); by the nature of balance (balanced and unstable balance); by structure (financial, organizational, personnel, operational, commercial sustainability); on the policy pursued (permanent or frequently changing sustainability within the overall concept); from the standpoint of the uniformity of the development of banks (rapidly developing, evenly developing and unevenly developing stability); from the standpoint of social utility (socially useful and selfish sustainability).

The economic stability of a bank is largely determined by the financial results of its activities, the level of risks taken by the bank, combined with its liquidity and profitability.

Liquidity (from Latin liquidus - liquid, flowing) literally means the ease of implementation, sale, transformation of material values ​​and other assets into cash. A bank's liquidity is often defined as the bank's ability to acquire cash from a central bank or correspondent banks at a reasonable price. In general, the bank's liquidity implies the ability to sell liquid assets, acquire funds from the central bank and issue shares, bonds, deposit and savings certificates, and other debt instruments.

The term solvency is somewhat broader: it implies not only and not so much the possibility of turning assets into marketable ones, but the ability of a legal entity or individual to timely and fully fulfill their payment obligations arising from trade, credit or other transactions of a monetary nature. Thus, liquidity acts as a necessary and obligatory condition of solvency, control over compliance with which is already taken over not only by the legal entity or individual, but also by a certain external body of supervision and control.

Liquidity for a commercial bank is its ability to ensure the timely fulfillment of its liabilities in cash. The bank's liquidity is determined by the balance of assets and liabilities of its balance sheet, the degree of correspondence between the terms of placed assets and liabilities attracted by the bank.

Bank liquidity norms are usually set as the ratio of various items of balance sheet assets to the total amount or to certain items of liabilities or, conversely, liabilities to assets. Bank liquidity-the basis of its solvency.

Solvency is interpreted as the bank's ability to meet its obligations in due time and in full amount (to depositors for paying deposits, to shareholders for paying dividends, to the state for paying taxes, to staff for paying wages).

Modern economic literature describes two approaches to characterizing liquidity. Liquidity can be understood as a "stock" or as a "flow". The stock characterizes the liquidity of the bank at a certain point in time, its ability to meet its current obligations, especially on demand accounts.

As a "flow" liquidity is estimated for a certain period of time or for the future. At the same time, the approach to liquidity in terms of "reserve" is characterized as very narrow. It should be borne in mind that when considering liquidity as a “flow”, increased attention is paid to the possibility of ensuring the conversion of less liquid assets into more liquid ones, as well as the inflow of additional funds, including loans received. Consequently, not only the assessment of liquidity - "flow", but also the assessment of liquidity - "forecast" acquires the greatest importance.

To assess the total liquidity of a commercial bank, it is necessary to systematically consider stationary liquidity (“stock”), current liquidity (“flow”) and prospective liquidity (“forecast”).

Thus, the liquidity of the bank's balance sheet implies a momentary assessment of the bank's condition on a certain date, i.e. balance sheet liquidity is an integral part of the bank's liquidity. At the same time, the balance sheet of a commercial bank must ensure the presentation of analytical and synthetic accounting data in a form acceptable for calculating the total liquidity of the bank. If the second condition is not met, a situation may arise when, having a sufficiently liquid balance sheet on a certain date, the bank is nevertheless completely or partially illiquid.

The liquidity and solvency of a commercial bank is influenced by a number of factors that can be divided into macro- and microeconomic ones.

The main macroeconomic factors that determine the liquidity and solvency of the bank include, for example, the geopolitical and macroeconomic situation in the country, the totality of legislative, legal and legal norms of banking activities, the structure and stability of the banking system, the state of the money market and the securities market.

Microeconomic factors also influence the liquidity and solvency of a commercial bank. The main such factors include the resource base of the bank, the quality of investments, the level of management, the functional structure and motivation of the bank.

It should be noted that these groups of factors have an impact in a complex, and the relationship is observed both in individual groups and between groups.

Liquidity -- the most important qualitative characteristic of the bank, indicating its reliability, stability, sustainability. To ensure liquidity, the bank needs to form such a balance sheet structure in which assets, without losing their value, can be timely converted into cash as liabilities are demanded.

Liquidity is closely related to the profitability of the bank, but in most cases the desire to achieve high liquidity conflicts with the need to ensure higher profitability. The most rational policy of a commercial bank in the field of liquidity management is to ensure the optimal combination of liquidity and profitability. Therefore, the analysis of liquidity, profitability and the level of risk of the bank must be carried out in a complex.

In recent years, there has been a significant increase in the risks associated with banking, which puts the problem of "risk - liquidity" in the center of banking operations management. The most common financial risks are the risk of insolvency of the borrower, credit risk, interest rate risk, currency risk, unbalanced liquidity risk.

Risk constantly accompanies banking activities. Risks in banking practice are the danger (possibility) of losses for the bank in the event of certain events.

Risks can be both actually banking (internal), associated with the functioning of a credit institution, and external, or general. The most important way to overcome or minimize risks is their regulation, i.e. maintaining, as we have already said, the optimal ratio of liquidity and solvency of the bank in the process of managing its assets and liabilities. A high level of profitability, as a rule, is associated with high-risk operations. In banking practice, risky refers to either very profitable or very unprofitable operations. Moreover, the potential probability of obtaining the maximum possible benefit increases as the degree of risk increases. Analyzing the degree of riskiness of performing certain operations, banks use various techniques in order to minimize possible losses. For example, banks create consortiums, thereby distributing risks among several subjects of relations; cover the incurred losses from risky operations at the expense of profits from other types of operations; conduct risk insurance.

The main method for managing the liquidity and solvency of Russian commercial banks (in terms of internal and external audit) is their compliance with the economic standards of the Bank of Russia. Currently, in order to ensure the economic conditions for the stable functioning of the banking system, the Bank of Russia establishes the following economic standards for the activities of commercial banks:

• - the minimum amount of authorized capital for newly created and the minimum amount of own funds (capital) for existing banks;
• - capital adequacy ratios;
• - liquidity ratios;
• - the maximum amount of risk per borrower or group of related borrowers;
• - the maximum amount of large credit risks;
• - the maximum amount of risk per creditor (depositor);
• - the maximum amount of loans, guarantees and guarantees provided by a credit institution to its participants (shareholders, shareholders) and insiders;
• - the maximum amount of attracted cash deposits (deposits) of the population;
• - norms for the use of own funds of credit institutions for the acquisition of shares (shares) of other legal entities.

Analysis of liquidity and its management in a commercial bank is carried out simultaneously with the analysis of the profitability of its activities.

Banking performance analysis begins with an analysis of income and expenses and ends with a study of profits. (p76, 9)

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 result, increasing competition with international financial intermediaries represented by subsidiaries of the largest transnational banking holdings, is of particular relevance.

Changes in the construction and functioning of the banking system have become the starting point for the development of the direction of "bank 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 deeply enough, which is due to the specifics of the activities of a commercial bank as the only economic entity that systematically manages all the 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 evaluating 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 study of the course work is the management of the efficiency of a commercial bank in the financial management system of a bank.

The subject of research in the course work is the evaluation 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 banking 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 evaluating the effectiveness 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 evaluating and managing the effectiveness of a bank;

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

assess the effectiveness of the 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 regulations of the federal legislative authorities and the legislative authorities of the subject of the federation, as well as the instructions of the Bank of Russia, define the mandatory requirements for the state to conduct their activities by commercial banks, and the directions for reforming and developing the Russian banking sector. In the educational literature on the scientific areas "Financial Management", "Banking", "Financial Analysis", in particular, such authors as L.T. Gilyarovskaya, I.A. Kiseleva, Yu.S. Maslenchenkov, T.V. Nikitina, K.K. Sadvakasov, E.S. Stoyanova, Peter S. Rose, Timothy W. Koch, A.D. Sheremet and others, highlights 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. Scientific articles in periodicals and publications in electronic media provide insight into the latest developments in the field of financial management and financial analysis in banking, as well as highlight the latest developments in the Russian banking sector. Internal documents and annual financial statements of ROSBANK reflect the nature of the activities of this commercial bank and make it possible to identify its strategic direction.

1. MAIN METHODS FOR ASSESSING THE ANALYSIS OF THE ACTIVITIES OF A COMMERCIAL BANK

1.1. The concept of the effectiveness of a commercial bank

The bank, as a specific enterprise, produces a product that differs significantly from the product of the sphere of material production; it produces not just a commodity, but a commodity of a special kind in the form of money, means of payment. The bank is more of a trading, intermediary, rather than an industrial enterprise. The similarity of the bank with trade is not accidental. The bank really, as it were, buys resources, sells them, functions in the sphere of redistribution, promotes the exchange of goods. It has sellers, warehouses, a special inventory, its activity largely depends 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 the terms of payment, repayment and urgency, as well as 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 for moving other market participants into the system of a market economy and world economic relations - industry, trade, the non-banking financial sector, the state and the population - through servicing their cash flows. Moreover, banks, unlike other financial non-banking structures, provide the bulk of all the means of monetary circulation of a particular country.

Risk is an integral part of banking activity. 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 that have a 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 to total assets, in the event of force majeure, can lead to a loss of confidence of depositors, a liquidity crisis and bankruptcy;

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

Banks are involved 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 transfers of funds, foreign exchange transactions, etc., are an integral part of national and international settlement systems, therefore, can cause systemic risk.

All of the above indicates a constant complication of banking activities and, consequently, an increase in the requirements for its conduct.

Commercial banks are subject to constant prudential supervision by the central bank and other financial agencies. Banking supervision is based on a system of licensing and serves as a means of verifying that commercial banks comply with laws and regulations. The financial statements of commercial banks are subject to audits by external auditors, the conclusion of which gives credibility to the statements and strengthens confidence in the banking system.

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

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

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

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

The evaluation of the efficiency of banking activity is most often given using the first provision, according to which the efficiency of a bank or 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 frontier.

In order to comply with prudential requirements, avoid banking risks, and ensure sustainability, banks must 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. The concept of “high-profitability banking” has become widespread in the banking business, the main principles of which are:

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

Cost minimization - involves optimizing the structure of liabilities, minimizing loan losses, controlling current expenses, etc.;

Effective banking management is considered as a system for managing relations related to strategic and tactical planning, analysis, regulation, control of the bank's 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 a global strategy for the bank 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 that are interpreted in the financial literature as follows: effectiveness- the ability to achieve previously defined goals (regardless of the cost at which this was done); efficiency- the optimal ratio of the resources spent and the results obtained (regardless of whether the goal was achieved); effectuality- combination effectivenessAndefficiency. The concept of "efficiency" also corresponds to the term performance , indicating the general condition of the organization, including financial and non-financial parameters, the level of development achieved and prospects.

In management, historically, the problem of efficiency was the first to be independently discussed. 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 issue 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 related to the control 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 management works.

Thus, the term "efficiency" is a multi-valued concept and reflects the relationship of various aspects of activity: results and costs, results and goals, results and needs, results and values. "Efficiency" as a characteristic of an activity reflects the ratio of the result as one of the "elements" of the activity to all its other "elements", and each of the distinguished relations is a particular criterion of effectiveness. The multi-criteria concept of "efficiency" requires special ways of coordinating the criteria among themselves, and depending on how they are built, different efficiency values ​​will be obtained. Different points of view about the effectiveness and methods of its evaluation are associated with different ways of agreeing on particular criteria and have a pragmatic, rather than a theoretical basis.

Refracting the foregoing into the concept of "the efficiency of a commercial bank", we can also talk about its multidimensionality and ambiguity. Therefore, as criteria for the effectiveness of a bank, one can consider both the financial results of its activities (income and profit), and performance (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. 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 allow us 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 built on the formation of a scientifically based strategy for the bank's activities (a system of goals for the bank's activities, ranked by significance and value) and control over the process of its implementation.

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This group of indicators serves as a measure of the level of efficiency of the bank's activities in the financial market.

The effectiveness of the use of K6 assets is determined by the size of the profit-bearing assets that determine the position of the bank in the bank capital market. An increase in the share of earning assets indicates an escalation in the business activity of a commercial bank and expansion of its own market niche.

A general assessment of the bank's credit policy can be given on the basis of the indicator of the use of borrowed funds K7. This indicator is above the critical value, which once again confirms that the bank is pursuing an aggressive, high-risk credit policy.

The activity of a commercial bank in the efficient use of borrowed funds is determined by indicator K8. This indicator shows how many monetary units of income fall on one monetary unit of credit resources attracted by the bank. In the period under review, its deterioration is noticeable: at time T1, by 1 rub. income accounts for less borrowed funds than at time T2. The downward trend of this indicator indicates the potential occurrence of liquidity risk and interest rate risk.

Indicator K9 shows what part of the bank's income is diverted to repay debt. In our case, it again tends to decrease. This means that the bank turns over its income-generating assets with less efficiency.

The bank's activity in developing the deposit client base is assessed by the K10 indicator, which characterizes the activity of attracting funds. This downward trend indicates the lack of opportunities or unwillingness of a particular commercial bank to develop technologies to attract customers, as well as the fact that this bank is dependent on a certain group of customers with a high level of banking risks.

Efficiency of commercial bank management(table No. 11).

Table No. 11

Management performance indicators

The resulting indicator of the bank's quality management is its profitability, which reflects the degree of profitability and profitability of banking activities.

Return on income K11 shows the number of monetary units of profit per one monetary unit of income. This indicator has not changed. This suggests that the quality and efficiency of the services provided and the banking operations performed have not changed.

The return on total capital K12 characterizes the activities of the bank in terms of the effectiveness of management for the placement of assets, i.e. their ability to generate income. And it shows the number of monetary units of profit attributable to one monetary unit of total assets, i.e. to get 1 rub. profit must be placed at time T2 more assets than at time T1. The return on total capital is deteriorating.

The financial coefficient of "return" of assets K13 shows the number of monetary units of income attributable to one monetary unit of income-generating assets. It determines how the bank functions from the position of direct dependence on “working” assets. Its decrease indicates an unformed loan portfolio of the bank and the presence of problem loans in it, incl. "recredited". There is a decrease in the turnover of income-generating assets, and as a result, an increase in the cost of funds raised. Which further increases liquidity risk.

The effectiveness of the use of own working capital K14 shows the number of monetary units of profit attributable to one monetary unit of own working capital. Its decrease indicates a decrease in the mobility of own funds involved in the turnover of the bank's active operations, reducing the stability and efficiency of decision-making in the event of any banking risks. This reduces the ability to quickly respond to changes in the market situation. This may be due to the formation of excessive unproductive savings, "fictitious" equity capital or the influence of market conditions.

The total return on capital of the bank K15 shows the number of monetary units of profit attributable to one monetary unit of assets in circulation. Its decrease indicates a decrease in: the efficiency of the turnover of the current assets of the commercial tank and the number of turnover of the current assets per unit of time. Therefore, the risk of unbalanced liquidity is very high. This is the result of an uncritical approach to the conduct of active-passive operations of the bank.

Bank liquidity(table No. 12)

Table No. 12

Bank liquidity indicators

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1. INTERNAL CONTROL IN THE MANAGEMENT SYSTEM OF A COMMERCIAL BANK

1.1. The need to improve the management system of a commercial bank

The banking system of Russia in the period from 1988 to 1998 demonstrated relatively high rates of its development and a certain stability, gradually rising to a qualitatively new level, characteristic of the subjects of market relations. The financial and economic problems of the state affected it at first to a lesser extent than other sectors of the economy. Perhaps that is why there was an opinion that the banking system is the most stable sector of the Russian economy.

The August financial crisis of 1998, inflicting a crushing blow on the Russian banking system, showed its weakness, revealed numerous problems in its activities, forced a radical review of approaches to the management of commercial banks.

This is not surprising, because it is crises that make it possible to quickly and clearly identify problems that have matured in social and economic systems. Long before the August crisis, many banking professionals were well aware that many credit institutions struggled to maintain their liquidity and resist mounting losses. A particularly severe consequence of this crisis for the Russian economy was the "freezing" of GKOs, as well as a more than threefold depreciation of the national currency. At the same time, the results of inspections of a number of the largest problem banks, conducted by reputable audit firms, showed that the main reasons for their financial collapse are, first of all, non-repayment of large loans previously issued, as well as serious shortcomings in their management. It was inefficient management that became one of the main reasons why banks were unable to withstand the financial crisis of August 1998, and its consequences, in turn, led to the collapse of the Russian banking system.

By 1999, less than half of the 3,300 commercial banks that were registered before the crisis remained in the country, and only about 400 banks actually retained their own funds and solvency, including through third-party support.

The crisis dealt a particularly strong blow to large, so-called systemically important banks, which concentrated the main part of banking capital, most of the clientele, and a significant part of the population's deposits. These banks were of particular importance for the Russian economy, they were the "elite" of the banking system and constituted its backbone. Among them: ONEXIM BANK, BANK MENATEP, INKOMBANK, BANK OF RUSSIAN CREDIT, SBS-AGRO, SBERBANK OF RUSSIA, TOKOBANK, INTERNATIONAL INDUSTRIAL BANK, MOSBINESSBANK, PROMSTROIBANK OF RUSSIA, UNIBEST BANK, MEZHKOMBANK, as well as dozens of other large regional banks. Many of these banks never managed to restore their solvency, in connection with which they were forced to join the ranks of bankrupt banks.

To clarify the underlying causes of such a dramatic phenomenon for the Russian economy as the crisis of the Russian banking system turned out to be, it is necessary to turn to the history of its formation. At the first stage of the creation of the current banking system, the activities of commercial banks were carried out in conditions of high inflation rates, active growth in the money supply, and high interest rates on loans issued. All this created clearly hothouse conditions for the banks, nourished their illusions that without special expenses and the availability of professional knowledge, they would continue to function successfully and receive high incomes.

Along with high rates of inflation, the rapid growth in the number of banks was also facilitated by the unprecedented in the world process of redistribution of property in Russia, which, through powerful service structures, fed commercial banks. An important role in this process was played by the provision of huge foreign loans to the state, which actively supported the growth of cash flows in the country. Considerable amounts of financial resources came to Russian banks as foreign investments in the form of foreign currency loans, investments in corporate securities, government securities (GKO, OVVZ, etc.).

The presence of these specific factors for obtaining high incomes in the banking sector relegated to the background the work to strengthen the reliability of banks, the need to ensure their financial stability, and maintain a high level of liquidity. Therefore, the problem of increasing the efficiency of managing commercial banks was not considered relevant either for the owners of banks or for top bank managers, since the miscalculations that occurred in their activities were easily covered by various kinds of tactical moves, the use of special financial schemes, and the receipt of large incomes from speculative transactions. .

The current state of affairs in the banking system for a long period of its development led to the fact that the issues of quality, efficiency, adequacy of management were not given adequate attention, as a result of which the objective prerequisites for improving the management of commercial banks were not implemented.

In addition to the reasons listed above, which determined the low level of management of commercial banks, there were also other reasons. At the first stage of the formation of the current banking system, the efforts of the Central Bank of the Russian Federation were directed, first of all, to the creation of as many commercial banks as possible. The minimum amount of authorized capital for newly established banks did not exceed 5 million rubles, and the procedures for registering commercial banks were simplified. All this contributed to the rapid growth in the number of credit institutions, and by the mid-1990s their number reached 2,500, and the number of branches of commercial banks approached 10,000.

Such a rapid growth in the number of commercial banks was not supported by the presence in the country of qualified personnel with the necessary knowledge of banking, especially in the field of banking management. In the conditions of an acute shortage of personnel, the demand for specialists who had experience in the former state-owned specialized banks has sharply increased. At that time, they were the best banking specialists on the labor market. At the same time, their number was insufficient, and they had to work in the changed socio-economic conditions, for which their knowledge and skills were not adequate. Therefore, the need for banking personnel was met by specialists from other sectors of the national economy - either unclaimed in the new economic conditions, or who received their first successful experience in commercial activity and decided to try themselves in a new business. Naturally, such a situation in the formation of personnel, mainly from among those who did not have sufficient ideas about the basics of banking, did not contribute to ensuring an elementary level of professionalism both among ordinary performers and among top managers.

The problem of the shortage of qualified personnel at that time could not be solved by educational institutions of the financial and banking profile, since the banking sector itself was rapidly changing, the number of banks was rapidly increasing. The then existing system of training and retraining of specialists was in need of serious reform and, in turn, experienced an acute shortage of qualified teaching staff. It took years to change the state of banking education for the better.

As time passes, it becomes more and more obvious that at the stage of the formation of the system of commercial banks, the functions of supervision over their activities by the Bank of Russia were clearly implemented unsatisfactorily. This also did not contribute to the improvement of the commercial bank management system.

Moreover, the Bank of Russia, one of whose functions is to ensure the stable functioning of the banking system, made many serious mistakes, which even the Central Bank of the Russian Federation itself does not deny.

Among such mistakes, first of all, one should mention the destruction by the Bank of Russia of the system of specialized banks, which at that time constituted the backbone of the rather effective banking system of the USSR: Promstroybank of the USSR, Zhilsotsbank of the USSR and Agroprombank of the USSR. Taking into account the vast territory, the diversity of geographic, economic, national and other conditions, the exceptionally high level of concentration, specialization and cooperation of industrial production within and between industries and other sectors of the economy, powerful, federal banks with a wide branch network were urgently needed. This confirms the experience of many economically developed countries, in whose economy state banks play an important role.

The Central Bank of Russia did not have a clear, well-thought-out strategy in the development of the banking system, often acted not just by trial and error, but in its actions shied from one extreme to another, radically changing its positions on many fundamental issues. If in the first years of the functioning of the Russian banking system, the Central Bank of the Russian Federation contributed to the creation of as many banks as possible, forgetting that the reliability of credit institutions to a large extent depends on the amount of bank capital, then later it took a completely opposite position and proceeded to liquidate small banks, which in conditions of a poorly developed banking system was clearly erroneous, since it destabilized the functioning of the banking system.

At that time, the Bank of Russia entangled commercial banks with a system of petty regulation and bureaucratized many of the simplest procedures. This applies to: increasing the authorized capital, opening branches, etc.; loaded banks with excessive reporting, which in many cases did not contribute to the improvement of supervisory functions by the Central Bank.

As one of the well-known bankers in the country Ya.N. Dubenetsky rightly noted, “for all the dramatic development of events in the banking sector ... there is still no concept for the development of banking in Russia, even fundamental approaches for its development have not been determined. All this is happening with a huge staff of employees of the Central Bank system - about 100 thousand people - and high pay for their work. The Bank of Russia turned out to be unable to use an adequate mechanism for regulating the monetary system, which led to a number of crises, including the most difficult one - the August 1998.

The absence of a specific program of action in the event of pre-crisis and crisis situations did not allow the Bank of Russia to organize work on the rehabilitation of banks in distress. Established in 1999 with his direct participation, the State Corporation "Agency for the Restructuring of Credit Organizations" (ARCO) was created very late and, as time has shown, is not capable of significantly changing the situation for the better. All attempts to restructure the largest multi-branch banks that played an exceptional role in ensuring the integration of the banking system, financing the real sector of the economy and government spending (for example, BANK ROSSIYSKY KREDIT, SBS-AGRO) did not bring positive results.

The crisis of 1998, which dealt a severe blow to the banking system, necessitated an objective need to take urgent measures to improve the management of commercial banks, since without a fundamental revision of approaches to management issues, it is impossible to ensure the exit of banks from the crisis, their survival in the harsh conditions of market relations.

The need to improve the management of commercial banks also stems from the fact that a new psychology of bank owners is now being actively formed, who do not want to remain aloof from bank management processes, who are actively taking on issues of strategic management, comprehensive and effective control over their activities.

Taking into account the accumulated experience, an increasing number of subjects of banking relations are beginning to realize how much in the work of banks depends on establishing the right relationship between the owners of the bank, representing them by the board of directors, on the one hand, and the executive office of the bank, managers on the other. Practice shows that both the neglect of the affairs of the bank by the board of directors (due to a lack of special knowledge or due to an underestimation of their role), and excessive, unjustified interference by representatives of shareholders or shareholders in matters of operational management of the bank, subordinating it to credit, investment policy to the narrow interests of the owners to the detriment of the reliability of the bank, the interests of its customers. Practice has shown that conflicts between the owners of a bank and its managers can lead not only to a sharp deterioration in the financial position of the bank, but also to its bankruptcy.

The changing political environment no less necessitates the improvement of the management of commercial banks. This, in particular, is explained by the fact that the state can no longer remain aloof from the processes of impoverishment of its citizens, since, as you know, there is a limit to any patience.

Most of the country's population still remembers well the huge losses caused by the release of prices and the hyperinflation that followed. Huge sums of savings of citizens, stored in the Sberbank of the USSR, depreciated hundreds of times in a short time. After that, such financial pyramids as Chara-bank, Vlastelina, MMM, Khoper-Invest and others continued to empty the pockets of Russian citizens. Later, as a result of the financial crisis of 1995-1996, the funds of the population kept in relatively small banks were also lost. The investors, taught by bitter experience, heeded the advice of statesmen and entrusted their money to large banks, such as SBS-AGRO, INKOMBANK, BANK RUSSIAN CREDIT, PROMSTROYBANK OF RUSSIA, and others. stability of large systemically important banks. In this regard, today most of the population has finally lost confidence in commercial banks.

Meanwhile, this situation poses a serious danger, since the prospects that the population may, under certain circumstances, redirect their claims (claims) against commercial banks to the state are quite real. An example of this is Albania, where during the crisis of its banking system in 1998 mass riots were staged by the population, which led to a change of government, as well as other serious consequences for the country. There have been many cases in Russian practice when dissatisfied depositors of troubled banks (Inkombank, Promstroybank of Russia, etc.) put up their pickets in front of the Central Bank of the Russian Federation and ARCO, rightly accusing them of inactivity, inability to protect their interests. All this suggests that the issues of the reliability of the banking system are extremely relevant, and in terms of importance they belong to the rank of state security problems.

Of no small importance in improving the management of commercial banks is the change in the economic environment, due, in particular, to the penetration of foreign banking capital into the weakened Russian market. Thus, as of September 1, 1998, 145 licensed credit organizations with foreign participation in their authorized capital were already operating in Russia. In addition to foreign capital, commercial banks are beginning to push the insurance companies, which basically survived the crisis and now began to actively compete for the funds of the population.

World experience clearly shows that success in business accompanies only commercial structures with the highest level of management, which allows them to win in tough competition. Management efficiency is of fundamental importance for any subject of economic relations, but its role is especially great in the mechanism of the functioning of commercial banks, since in the conditions of increased risk characteristic of them, any managerial error inevitably leads to large losses, reduced liquidity, loss of solvency, and ultimately - to bankruptcy.

The need to improve the management of commercial banks in the context of the formation of market relations in Russia, the post-crisis development of the economy, which exacerbated the existing shortcomings in management, determined the high relevance of improving the management of commercial banks, for this reason, the practical demand for this kind of research has sharply increased.

It is important to note that the improvement of management is an urgent task not only for those banks that are experiencing serious financial problems, but also, to no lesser extent, for those credit institutions that have managed to overcome the crisis.

The collapse of large systemically important banks provided the banks that remained on the financial market with the most favorable opportunities to gain a foothold in the financial market, and some, perhaps, to break into the lead. To do this, they need to improve their asset structure as soon as possible, sharply increase their client base, expand the list of services provided, and develop a branch network. The solution of these tasks is impossible without an adequate control system. Thus, GUTA-BANK, which withstood the crisis and expanded its branch network sevenfold in just a year and a half of the post-crisis period, faced a host of technical and managerial problems: it is technologically difficult to create a branch network.” .

The relevance of improving the management of commercial banks is confirmed by the increased attention to the problem of strengthening the banking system of Russia on the part of the State Duma. Recently, the legislature has repeatedly submitted to its meetings a discussion of a number of bills related to improving the reliability of the banking system, guaranteeing deposits from the population, improving bankruptcy procedures for credit organizations, and other issues of the functioning of the banking system.

Obviously, the Russian economy will be able to get out of the crisis only if it is able to sustainably maintain the necessary pace of its development. According to the State Statistics Committee of Russia, at the beginning of 2000, the first positive shifts were noted in the state of the domestic economy: the growth of the gross national product amounted to about 9%. A weak, underdeveloped banking system will not be able to maintain the necessary pace of development and will hinder the Russian economy from the crisis.

How quickly the banking system is able to overcome the crisis will largely determine the fate of economic reforms in Russia and its progress. And vice versa, the country will continue to experience an acute budget deficit, look for funds abroad, while the huge free resources of the population remain unused. Large amounts of domestic capital continue to be illegally exported abroad, feeding our foreign competitors and their economic systems. According to the World Bank, in 1992-1995, the flight of capital from Russia was from 20 to 46 billion dollars a year, now these figures, according to experts, range from 8 to 10 billion dollars. To ensure the stability of the ruble, to change the attitude of society towards banks, to revive the open interbank market is possible only through the strengthening of the banking system, including through the improvement of the management of commercial banks.

Finally, it is important to speak about the national interests of the country, about the need to strengthen its economic security. The absence of large banking structures in Russia can lead to the fact that in the banking sector we will find ourselves on the sidelines of world economic processes, since we will not be able to create a competitive banking system capable of protecting the country's economic interests, both in the international and domestic financial markets.

All of the above suggests that there is an objective need in the near future to ensure a radical improvement in the management system of a commercial bank, which is a vital task not only for the banking system, for the Russian economy, but also for state security as a whole.

Improving the management system of a commercial bank should be carried out in various directions, in particular, from the standpoint of a more complete implementation of management functions, in relation to each type of management objects, through the development and implementation of controlling methods, etc. (see Fig. 1.1.).

First of all, this problem must be solved through a more complete implementation of all the main management functions: planning, organization, coordination, regulation, stimulation, accounting and control.

As practice shows, most credit institutions do not pay due attention to issues planning. The consequences of this are: the lack of clear development programs for many banks, a low level of financial planning, an inefficient organizational structure, imperfection of internal procedures for performing banking operations, a low level of internal control, etc.

The fact that the majority of banks do not pay due attention to the development of a strategic planning system for their activities leads to the fact that bank departments work in accordance with their own ideas about the strategy, as a result of which conflicts often arise, even in setting tasks and priorities. For such banks, the inefficiency of activity is also explained by the fact that the bank's management bodies cannot concentrate the efforts of the team on the implementation of the developed strategy. The successful development of an economic entity of any organizational and legal form in a competitive environment largely depends on the level of development of sound and meaningful strategies that should be implemented through the implementation of carefully designed and formalized management procedures.

When deciding on the planning of the bank's activities, it is necessary to rely on a deep analysis of the external environment, financial market conditions, as well as a comprehensive analysis of the financial condition of the bank itself to study its potential. At the same time, all levels of management should be involved in the planning process - from managers of individual functional units to the highest management bodies of the bank, including the board of directors.

An extremely important management function is organization, i.e., the distribution and coordination of labor functions necessary to achieve the goals. The effectiveness of its activities largely depends on how the bank is organized, what is its organizational structure of management, what are the relations between the head and subordinates.

Constantly changing market conditions, increased competition, sophistication of banking technologies, consolidation of banking institutions require the use of adaptive organizational structures, which, compared with functional-type structures, are easier to adapt to unstable environmental conditions. An important feature of adaptive organizational structures is that they are based on the division of labor not on a functional basis, but in accordance with the types of banking products. Organized in this way, the bank focuses on certain groups of customers, which allows it to meet their target requests with maximum efficiency.

With the development of a commercial bank, its consolidation, increase in the number of banking services provided, in order to ensure the manageability of the bank, it is necessary to resolutely abandon strict centralization in managerial decision-making by delegation of rights and powers lower level workers. Decentralization of management functions contributes to a significant increase in their efficiency, at the same time, significantly increases the requirements for the organization of the management process itself, and especially for strengthening internal control.

Despite the fact that changing the organizational structure of any bank, and even more so a large one, is a very complicated and painful process, this circumstance should not serve as an obstacle to the transition to new, more progressive organizational structures. The use of outdated organizational models inevitably leads to loss of efficiency, and may eventually lead to bankruptcy.

Solving the problems of improving the bank management system also requires special attention to improving the efficiency of each management object. This should be done by improving financial management (bank capital, assets and liabilities, liquidity, banking risks, etc.), bank personnel, information flows, etc. At the same time, it is important to be aware of the danger of a one-sided, unbalanced approach to management of the bank's capital, operations to attract and allocate resources, in this regard, it is necessary to pay special attention to the organization of clear coordination of actions in all areas of banking activity.

The bank will not be able to develop successfully if it does not provide an expansion of the list of provided banking products and services, allowing to increase the resource base, attract new customers, maintain a strong position in a competitive environment. At the same time, it must be remembered that the creation of new products requires a deep, systematic study: economic efficiency, organizational and staffing.

Improving the management of banking activities, which are characterized by increased risk, is impossible without the development of special mechanisms decision making, allowing to manage the influence of the risk factor. Such a mechanism is the banking risk management system, which allows the bank's management to identify banking risks, evaluate them, measure them against the expected return, and reduce them to the optimal level.

As part of personnel management it is necessary to pay special attention to solving the issues of selecting qualified personnel, assessing the quality of their work, providing the necessary motivation for their work, training and retraining of managers and employees of the bank. The most important of the principles of personnel management is that the manager will ensure success in the bank's activities only when he is able to lead his employees to their personal success and achievements through the implementation of the bank's goals.

One of the problems that banks need to address in a timely manner is the need to remove individual managers from office for poor management quality or dishonesty in connection with the occurrence of conflict of interest. Employee dishonesty is often one of the main causes of bank failure. That is why a credit institution should develop a conflict of interest policy that would ensure effective regulation of the relationship between the bank, as a legal entity, and its staff. Within the framework of this policy, in particular, it is necessary to clearly define the procedures for obtaining consumer loans by bank employees, procedures for working with confidential information, prohibitions on the use of inside information for transactions with securities, restrictions on accepting gifts, services and other valuables from customers or partners jar. The ethics and conflict of interest policy should clearly define the actions to be taken in the event of a violation of the code of ethics. Employment contracts should clearly state the powers of the executive bodies of the bank, according to which they are given the legal right to remove responsible persons from office in connection with the occurrence of a conflict of interest.

The bank must develop an effective staff development system providing its employees with the opportunity for professional growth. Professional growth programs for bank employees should include mandatory theoretical training combined with practical activities, the possibility of off-duty training and subsequent return to the bank, mandatory internship periods as specialists in various departments of the bank, in its branches.

Serious attention should be paid to the development information systems, providing the process of managing the information necessary for the effective management of banking activities. Management information systems should, at a qualitatively new intellectual and technical level, solve the problem of integrating the disparate processes taking place in the bank into a single logically coherent system that provides all parts of the bank's management apparatus with comprehensive information for a more complete implementation of all management functions, including the function of intrabank control.

Improving the bank management system should also be carried out through the implementation of the controlling system, which, as the experience of economically developed countries shows, is an effective tool for managing the activities of enterprises, based on specific market conditions, taking into account its uncertainty, spontaneous nature, abrupt changes. Controlling integrates accounting, planning, marketing into a single self-managed system, which clearly defines the goals and principles of management, as well as ways to implement them.

Finally, speaking about the management system of a commercial bank, it is important to emphasize that the improvement of management should be carried out from the standpoint of systems approach. In accordance with this approach, management is considered as the interaction of a set of interrelated and interdependent elements with certain properties. In a particular case, management as a system is represented as a process of interaction between the subject and the object of management, in which the ideas of the subject of management are realized. In relation to the management of a commercial bank, this interaction is nothing more than a set and a continuous sequence of purposeful and interrelated actions of managers for the implementation of managerial functions, asset and liability management of the bank, its personnel focused on achieving the set goals, etc.

Thus, in the context of Russia's transition to the market, accompanied by severe financial crises, the creation of an effective management system for a commercial bank that can adequately respond to rapidly changing environmental conditions is an urgent task, both for the bank's owners, its managers, and for the state as a whole. . Without solving this problem, the Russian banking system will not be able to function effectively, will hinder the development of the economy, create a potential danger of destabilizing not only the economic, but also the social development of the country.

1.2. Place, role and importance of internal control in the management system of a commercial bank Until recently, for many people who do not have professional knowledge in the field of management, control was associated, first of all, with those of its forms and types that were widely used in the days of the administrative-command system of managing our society. At that time, a huge army of people carried out numerous checks and revisions, monitored the implementation of various plans. At the same time, control was one of the effective means of influencing society, often performing punitive functions, which made it possible to use it, in fact, to assert the authority of the authorities.

In a democratic society, the role of control changes significantly. As for its socio-economic side, it should be, first of all, an effective tool for managing an enterprise through showing attention to the work of an employee, motivating his activities.

The study of the place and role of internal control in the management system of a commercial bank must be carried out based on scientific approaches to its implementation in practice.

A well-known specialist in the field of management Knorring V.I. rightly notes that management is “a continuous and purposeful process of influencing the object of management, which can be a person, a team, a technological process, an enterprise or a state, in order to achieve optimal results with the least expenditure of time and resources ". The study of management problems of the last 30 years is being conducted by scientists in various directions: from the position of management principles, management process, management functions, organization of management, the process of making and implementing management decisions, management technology, management information support, etc.

In the banking management system, control, depending on who it is carried out, is divided into external carried out from outside, and interior implemented by the banks themselves in the process of management. Therefore, before proceeding to the study of the place and role of internal control in the management system of a commercial bank, based on the approaches listed above, it is necessary to draw a line between external and internal control.

The need for external control is due to the presence of state supervision over the activities of commercial banks, which involves the formulation and application of special rules and instructions for banking activities, including monitoring compliance with these rules. The functions of external control over the activities of credit institutions, in addition to state control bodies (the Central Bank of the Russian Federation, the State Tax Inspectorate, the State Customs Committee, etc.), are also carried out by external independent auditors, public self-regulatory organizations (FCSM, NAUFOR, etc.).

An external audit is carried out by an audit firm (or an auditor) on a contractual basis with an economic entity in order to provide an independent, qualified assessment of the reliability of its accounting and reporting, as well as issue recommendations on strengthening the financial condition of an economic entity, increasing the efficiency of its activities.

It is important to note that external control is carried out, as a rule, only in the form of follow-up control, is episodic, limited in the use of the internal information base and is carried out by people who are not related to the object of verification.

Internal control in a commercial bank must be carried out continuously by all employees of the bank, for this it is necessary to have access to all internal information. It should be, first of all, aimed at: compliance with established procedures and powers when making management decisions affecting the interests of the bank, its shareholders and customers; compliance by the bank with the requirements of federal legislation, regulations of the Bank of Russia, other state bodies, as well as standards of professional activity; control over the risks arising in banking activities; taking timely and effective measures to help eliminate identified shortcomings and violations in the bank's activities.

The study of the place and role of internal control in the bank management system cannot be carried out in isolation from the fundamental approaches to management, we will begin this study by considering the principles of management. Among the most important management principles, experts include: the principle of delegation of authority, the principle of goals, the principle of hierarchy, the principle of rationalization of management, the principle of ensuring control.

essence the principle of delegation of authority consists in the transfer by the head of a part of the powers, rights and responsibilities assigned to him to his subordinates, since the main task of any leader is to ensure the organization of the labor process precisely by the forces of the team. By delegating authority, the manager frees himself from routine work and thus gets the opportunity to concentrate on solving complex managerial tasks that correspond to his level of competence. The transfer of authority to executives interacting with each other and participating at their hierarchical level in making managerial decisions also makes it possible to significantly increase the efficiency in making managerial decisions. In addition, adherence to this principle contributes to the improvement of the level of qualification of employees, the manifestation of their initiative and independence, and is a significant factor in motivating their labor activity.

An important point in the implementation of this principle (I would like to pay special attention to this) is the organization of effective control over the actions of subordinates. To ensure effective control, it is necessary to develop an optimal balance between two unacceptable extremes in the implementation of control functions: on the one hand, constant monitoring of all the actions of subordinates, on the other, the absence of any control at all. In addition, the solution to the control problem is impossible without reliable, timely and complete information about the activities of departments, the possibility of exchanging it between bank employees, as well as without the authority and managerial skill of the head.

Implementation matters a lot in management. goal principle. Since the purpose of a commercial bank is to make a profit, this means that the bank must have structures that provide income, namely: units for attracting, placing financial resources, and providing banking services. To manage the bank's profit, it is necessary to have divisions that implement the functions of income and expense planning, budgeting and analysis. Achieving the goals set is possible only if the coordinated interaction of the listed functional units of a commercial bank.

In accordance with hierarchy principle Bank divisions are ranked according to their proximity to the highest level of management, as a result of which a clear management structure is built. Based on this principle, the powers of the bank's managers are determined.

The principle of management rationalization requires bank managers to ensure the continuous development of the bank, in particular, through the provision of new banking products and services, the development of new markets, the introduction of information technology, and cost reduction. To implement this principle, it is necessary to ensure the integrity and compliance with environmental conditions, which is achieved through the improvement of both the activities of individual banking units and their joint activities through close interaction between them.

Finally, the most important principle, without which the bank management process is impossible, is control principle. This principle requires the organization of such internal control that is able to prevent various kinds of violations, potential errors and possible losses, to ensure the legality, reliability and efficiency of banking activities.

The control process can be represented using the diagram shown in Fig. 1.2. Here under subject of management is understood as a system for generating control actions (or a control system), and under control object- the system to which the specified impacts are directed (or the controlled system).

Rice. 1.2. General scheme of the control process

The control process in the general case takes place in a constantly changing environment. external and internal environment and, in this regard, is characterized by varying degrees of uncertainty. The external environment includes numerous factors that influence the object and subject of management from the outside: the economic and political environment, social, cultural, natural and other conditions. The factors of the internal environment, in relation to the management of an enterprise, are its financial situation, technical condition, the level of professionalism of managers and ordinary employees, the moral and psychological climate in the team, etc.

The unity and interconnection of the components of the management process is ensured through the use of the most important element of the system - feedback. Information about the state of the controlled object is sent to the control system through the feedback channel, thereby allowing it to determine deviations from the specified result and make the necessary adjustments to the control process.

Thus, feedback makes it possible to determine the achievement of goals and form corrective control actions. It is through feedback that the control functions are implemented in the management system of an enterprise (commercial bank) and the accounting of the results of its activities is ensured, obtaining a quantitative and qualitative assessment of the effectiveness of managerial decisions.

Based on the general scheme of the management process, two important conclusions can be drawn. Firstly, control is carried out continuously, as a result of which it is implemented throughout the entire management activity, including its final stage. Secondly, control not only logically completes the management process, which began with the development of goals and objectives, but also is the beginning for making new management decisions.

The place and role of control in the management of an economic entity is especially clearly manifested through the implementation of management functions. The concept of “function” (from Latin functio - duty, range of activities, purpose, role) is used in many fields of knowledge and fields of activity, therefore it has many meanings. In relation to management, a function is understood as a specific form of manifestation of its essence. Each management function is filled with its characteristic content and is implemented through a clear sequence of regulated actions.

Back in 1914, a major theorist and practitioner of management, Henri Fayol (1841-1925), substantiated the concept of the continuity of the management process, characterized by interrelated functions, among which he named planning, organization, leadership, coordination and control. Since that time, the list of the main management functions operated by specialists has not changed significantly, and most modern scientists in the field of management also name: planning, organization, coordination, regulation, stimulation, accounting and control.

As rightly stated by Prof. A.V. Tikhomirov, control is one of the main functions of management and “combines types of management activities related to the formation of information about the state and functioning of the control object (accounting), the study of information about the processes and results of activities (analysis), work on the diagnosis and evaluation of development processes and achievements goals, effectiveness of strategies, successes and miscalculations in the use of means and methods of management” . One cannot but agree with this statement, and yet one must look at control more broadly.

Any management function, according to many experts in the field of management, in turn, can be represented as consisting of several types of classical management activities - planning, organizing, coordinating, stimulating and controlling with relative independence. At the same time, the implementation of each of the listed activities is a necessary condition for the completion of the next one, that is, there is a close relationship between them. Consequently, the completeness of the implementation of each individual management function can be ensured only through the implementation of all the above types of management activities.

Let us illustrate what has been said on the example of an advertising campaign for a new type of banking product. Let's start the solution of this problem with the implementation of the planning management function, which we represent as a set of the above types of interrelated management actions. In this case, to solve the problem, it is necessary:

• plan
carrying out these activities - that is, to determine the optimal result under given constraints on resources and time (in other words, answer the questions: who should do what, how much and when);
• organize
decision process or determine ways, methods and means to achieve the goal;
• coordinate
the actions of the participants in the planned process, establishing harmonious relations in their joint work;
• stimulate
their actions, creating such working conditions under which each of them would work with the highest return to achieve the goal;
• implement a full control for the activities of all participants of the ongoing advertising campaign.

Let's continue the solution of the task, realizing another function of management - organization. We will consider this part of the management process from the position of control:

• at the planning stage
advertising company, first of all, it is necessary to exercise control over: the correctness of the goals and objectives, the quality of the internal and external information used, compliance with current legislation, the results of the analysis for the adequacy of the methods used and the correctness of the conclusions drawn on their basis, the expediency of choosing groups of target impact, as well as means of dissemination of advertising information;
• at the stage of organization
the company needs, first of all, to exercise control over: the results of the analysis of the advertising services market, the information received about existing advertising firms, their specifics and basic prices for the services they provide, the source materials that will be used in the advertising company, the correctness of the conclusion of contracts and their proper execution;
• at the stage of coordination
work, it is necessary to control the proper interaction of all bank services involved in the conduct of the company (for example, bank divisions involved in marketing, settlements, accounting, working with clients, developing new types of services), as well as the interaction of the relevant bank divisions with advertising firms - executors, prompt solution of issues arising in the course of work;
• stimulation stage
involves the creation of conditions under which the bank employees involved in the ongoing campaign will be fully focused on protecting the interests of the bank and focused on achieving the planned results. This requires the existence of well-thought-out incentive programs, the implementation of which should also be subject to control;
• as for the control stage, then control, being present at all stages of the management process under consideration, completes it with an assessment of the effectiveness of the company carried out, determining the achievement of goals, identifying deviations that have taken place and the reasons for these deviations.

Based on the foregoing, it can be seen that control plays an extremely important role in the process of implementing all the main management functions and is present at every stage (stage) of the management process.