The banking sector

The banking sector

The ppost has three assignments

1:Equilibrium and competition in the banking sector

Order Description

Refer to the following research papers:

1) Allen F., H.Gersbach, J.P. Kranhlen, A.M. Santomero, 2001. Competition among banks: introduction and conference overview. European Finance Review 5, 1-11.
2)Bikker, J.A. and Haaf, K, 2002. Competition, concentration and their relationship: an empirical analysis of the banking industry. Journal of Banking and Finance 26, 2191- 2214.
3)Bikker J.A., L.Spierdijk, Finnie P, 2007. Missespecification in the Panzar – Rosse model: assessing competition in the banking industry, Working Paper, De Nederlandsche Bank.
4) Goddard, J., Wilson, J., 2009. Competition in banking: A disequilibrium approach, Journal of Banking and Finance 33, 2282-2292.
5) Leonida L., Silipo D., 2011. Competition and the Adjustment Processes, Mimeo.
6)Hempell H.S., 2002. Testing for competition among German banks, Economic Research Centre, Deutsche Bundesbank.
7) Kiviet J.F., 1995. On bias, inconsistency, and efficiency of various estimator in dynamic panel data models. Journal of Econometrics 68, 53-78.
8) Molyneux P., D.M. Lloyd, Thornton W.J., 1994. Competitive conditions in European banking. Journal of Banking and Finance 18, 445-459.
9) Panzar, J.C., Rosse, J.N., 1987. Testing for monopoly equilibrium, Journal of Industrial Economics 35, 443-456.
10) Shaffer S., 1989. Competition in the US banking industry Economics Letters 29, 321–323.
Shaffer S, 2004. Patterns of competition in banking. Journal of Economics and Business 54, 287-313.
11) Trivieri F., 2007. Does cross-ownership affect competition? Evidence from the Italian banking industry. Journal of International Financial Markets, Institutions and Money 17, 79-101.
12) Vesala J., 1995. Testing for competition in banking: behavioural evidence from Finland. Bank of Finland studies.

2:Business Management Capstone / WorkForce Criterion

Order Description

PRO-TEC Application Summary and Baldrige as well as from the Workforce criterion, answer the following quesitons.

Criterion examines the organization’s systems for engaging, developing, and assessing the engagement of their workforce, with the aim of enabling and encouraging all members of the workforce to contribute effectively and to the best of their ability.

High-performance work is characterized by flexibility, innovation, knowledge and skill sharing, good communication and information flow, alignment with organizational objectives, customer focus, and rapid response to changing business needs and marketplace requirements. The focus of this Item is on a workforce capable of achieving high performance.
Many studies have shown that high levels of workforce engagement have a significant, positive impact on organizational performance. Research has indicated that engagement is characterized by performing meaningful work; having organizational direction, performance accountability, and an efficient work environment; and having a safe, trusting, and cooperative environment. In many nonprofit organizations, employees and volunteers are drawn to and derive meaning from their work becausethe work is aligned with their personal values.
Factors inhibiting engagement should be understood and addressed by the organization. Compensation and recognition systems should be matched to the organization’s work systems.
Depending on the nature of the organization’s work, workforce responsibilities, and the stage of organizational and personal development, workforce development needs might vary greatly. These needs might include gaining skills for knowledge sharing, communication, teamwork, and problem solving; interpreting and using data; meeting customer requirements; accomplishing process analysis and simplification; reducing waste and cycle time; working with and motivating volunteers; and setting priorities based on strategic alignment or cost/benefit analysis. Education needs also might include advanced skills in new technologies or basic skills, such as reading, writing, language, arithmetic, and computer skills.
Learning and development opportunities might occur inside or outside the organization and could involve on the-job, classroom, computer-based, or distance learning, as well as developmental assignments, coaching, or mentoring.
An organization’s knowledge management system should provide the mechanism for sharing the knowledge of its people and the organization to ensure that high performance work is maintained through transitions. Each organization should determine what knowledge is critical for its operations and should then implement systematic processes for sharing this information. This is particularly important for implicit knowledge (i.e., knowledge personally retained by members of the workforce).
Measures to evaluate the effectiveness and efficiency of the workforce and leader development and learning systems might address the impact on individual, unit, and organizational performance; the impact on customer related performance; and a cost/benefit analysis. In addition to direct measures of workforce engagement through formal or informal surveys, some other indicators include absenteeism, turnover, grievances, and strikes.
How do you build an effective and supportive workforce environment?

banking