Advanced bank management macmillan pdf

 

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    Advanced Bank Management Macmillan Pdf

    Advanced Bank Management (Old Edition) Paperback – 22 Nov . Paperback: pages; Publisher: Macmillan (22 November ) It's better to go for free PDF files available on internet than reading this book to pass the exam . DOWNLOAD FULL PDF EBOOK here { tingmisscomptarmi.cf }. . Caiib macmillan ebook-advanced bank management. 1. tingmisscomptarmi.cf They are just extract of the Macmillan books. ADVANCED. Advanced Bank Management by Macmillan 2. Monetary Theory & Public Policy by tingmisscomptarmi.cfra? 3. Risk Management by CAIIB 4. Corporate Finance by.

    Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy. See our Privacy Policy and User Agreement for details. Published on Jan 3, SlideShare Explore Search You. Submit Search. Successfully reported this slideshow. We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

    Ultimately we mapped only a portion of the ATLAS knowledge base, but in the process we whittled down a list of 26 knowledge domains to the eight that were deemed most important to organizational outcomes. This, too, should be captured. The next step is to map your assets on a simple grid along two dimensions: tacit versus explicit unstructured versus structured and proprietary versus widespread undiffused versus diffused.

    We owe a debt to Sidney G. Winter, Ikujiro Nonaka, and the late Max Boisot for their work on these dimensions. Had he lived, Boisot would have been a coauthor on this article. What Kind of Knowledge Is This? You can plot your mission-critical knowledge on a map like the one below.

    Use these categories to help place your assets along the y axis from bottom to top: An expert can use the knowledge to perform tasks but cannot articulate it in a way that allows others to perform them. Experts can perform tasks and discuss the knowledge involved with one another. People can perform tasks by trial and error.

    The relations among variables are so well known that the outcome of actions can be calculated and reliably delivered with precision. Knowledge assets covered under patents or other forms of copyright protection generally fit here.

    Use these categories to help place your assets along the x axis from left to right: Only one person in the organization has this knowledge. A few people in the organization have this knowledge. Many people in one part of the organization have this knowledge. People throughout the organization have this knowledge. Many people in the industry have this knowledge. Many people both inside and outside the industry have this knowledge. Unstructured versus structured.

    World-class, highly experienced engineers may intuit how to solve technical problems that nobody else can and may be unable to explain their intuition.

    Rainmakers in a strategy consulting firm know in their bones how to steer a conversation or a discussion, develop a relationship, and close a deal, but they would have trouble telling colleagues why they made a particular move at a particular moment. Some knowledge is so fully structured that it can be captured in patents, software, or other intellectual property.

    Undiffused versus diffused. To what extent is the knowledge spread through—or outside—the company? One division may have expertise in negotiating with officials of the Chinese government, for example, which another division totally lacks.

    That knowledge is obviously undiffused. But most companies have certain broadly shared competencies: Those in the consumer packaged goods industry tend to have companywide strength in developing and marketing new brands; and many employees in the defense industry know a lot about bidding on government contracts.

    Some knowledge, of course, is diffused far beyond the boundaries of the organization. Interpret the Map Simply mapping your knowledge assets and then discussing the map with your senior team can uncover important insights and ideas for value creation, as our experience with decision makers at Boeing and ATLAS demonstrate.

    Global sourcing at Boeing. Sourcing managers at Boeing were aware that their relationships with internationally dispersed customers, suppliers, and partners were changing. The whole ecosystem was sharing in the creation of new aircraft technologies and services and in the associated risks.

    Future success would depend on learning to manage this interdependence.

    With that insight in mind, the managers mapped the critical knowledge assets in their global sourcing activities, which ultimately resulted in a research paper that one of us Martin Ihrig coauthored with Sherry Kennedy-Reid of Boeing. They saw that cost-related knowledge—performance metrics, IP strategy, and supply-base management—was well structured and widely diffused. However, knowledge about supplier capabilities, although codified, had not spread throughout the Boeing sourcing community.

    Taken together, these observations suggested that Boeing was placing greater emphasis on technical efficiencies, such as improving processes and productivity, than on strategic growth, such as creating research initiatives with suppliers or building a shared innovation platform. Insights from this mapping exercise enabled the team to recommend several initiatives aimed at developing and disseminating tacit knowledge, such as a program to help employees who had a deeper understanding of geopolitical influences to put some structure around their knowledge and pass it on to others in the company, and a program to identify the capabilities of key suppliers and determine how Boeing could work more strategically with them.

    Advanced physics at CERN. The experimental work done at ATLAS is carried out by thousands of visiting scientists from organizations in 38 countries, working without a traditional top-down hierarchy.

    ATLAS requires that huge numbers of people, from many countries and cultures, understand what others are learning and how it affects the overall technical direction. Without the knowledge map, the leadership team at ATLAS would have predicted that scientific and technical knowledge were regarded as mission critical—indeed, most existing resources went to helping those domains make progress. Retrospectively, that made sense: A consensus on overall direction depends on the successful sharing of knowledge among specializations and between scientists as they cycle back to their home organizations and new people take their place.

    These important soft domains were much less developed and not well diffused; clearly, they needed more resources and attention.

    But we also find it helpful to systematically explore what would happen if knowledge were moved around on the map or different spheres of it were combined.

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    The proprietary knowledge assets in the lower left corner of your map are often the most important knowledge your company has—the deep-seated source of future strategic advantage. You need to think about which of them can and should become more structured so that for example your basic research will lead to the creation of bona fide intellectual property that can be developed into new products, licensed, or otherwise monetized. In general, speeding up codification will increase the value of knowledge.

    But making the tacit explicit can also be dangerous.

    The more codified the knowledge is, the more easily it may be diffused and copied externally. That way, even if a patent expires or codified knowledge is leaked, essential experience stays within the company.

    Purposefully deciding which knowledge to diffuse internally can pay huge dividends. Productive sharing can also be done between functions: Korean chaebols conglomerates expend considerable money and effort to ensure that knowledge is transferred from company to company as well as from headquarters to subsidiaries.

    At point C, and only at point C, the forces of supply and demand are in balance and the price has settled at a sustainable level. The equilibrium price and quantity come where the amount willingly supplied equals the amount willingly demanded. In a competitive market, this equilibrium is found at the intersection of the supply and demand curves.

    There are no shortages or surpluses at the equilibrium price. It can also be used to predict the impact of changes in economic conditions on prices and quantities. Let us change our example to the bread. Suppose that a spell of bad weather raises the price of wheat, a key ingredient of bread. That shifts the supply curve for bread to the left. This is illustrated in Fig.

    In contrast, the demand curve has not shifted because people's sandwich demand is largely unaffected by farming weather. What happens in the bread market? The harvest causes bakers to produce less bread at the old price, so quantity demanded exceeds quantity supplied. The price of bread therefore rises, encouraging production and thereby raising quantity supplied, while simultaneously discouraging consumption and lowering quantity demanded.

    The price continues to rise until, at the new equilibrium price, the amounts demanded and supplied are once again equal. As Fig. Thus a bad harvest or any leftward www. We can also use our supply-and-demand apparatus to examine how changes in demand affect the market equilibrium. Suppose that there is a sharp increase in family incomes, so everyone wants to eat more bread.

    This is represented in Fig. The demand curve thus shifts rightward from DD to D'D'. The demand shift produces a shortage of bread at the old price.

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    A scramble for bread ensues, with long lines in the bakeries. Prices are bid upward until supply and demand come back into balance at a higher price. Graphically, the increase in demand has changed the market equilibrium from E to E' in Fig. For both examples of shifts — a shift in supply and a shift in demand — a variable underlying the demand or supply curve has changed.

    In the case of supply, there might have been a change in technology or input prices. For the demand shift, one of the influences affecting consumer demand —incomes, population, and the prices of related goods or tastes — changed and thereby shifted the demand schedule. Suppose that you go to the store and see that the price of bread has doubled. Does the increase in price mean that the demand for bread has risen or does it mean that bread has become more expensive to produce?

    The correct answer is that without more information, you do not know — it could be either one, or even both.

    Let us look at another example. If fewer airline tickets are sold, is the cause that airline fares have gone up or that demand for air travel has gone down? Economists deal with these sorts of questions all the time: When prices or quantities change in a market, does the situation reflect a change on the supply side or the demand side?

    Sometimes, in simple situations, looking at price and quantity www. For example, a rise in the price of bread accompanied by a decrease in quantity suggests that the supply curve has shifted to the left a decrease in supply. A rise in price accompanied by an increase in quantity indicates that the demand curve for bread has probably shifted to the right an increase in demand. This point is illustrated in Fig. In both panel a and panel b , the quantity goes up.

    But in a the price rises and in b the price falls. Figure 8 a shows the case of an increase in demand or a shift in the demand curve. As a result of the shift, the equilibrium quantity demanded increases from 10 to 15 units. The case of a movement along the demand curve is shown in Fig.

    In this case, a supply shift changes the market equilibrium from point E to point E'.

    Caiib-macmillan eBook-Advanced Bank Management - Free Download PDF

    As a result, the quantity demanded changes from 10 to 15 units. But demand does not change in this case; rather, quantity demanded increases as consumers move along their demand curve from E to E' in response to a price change. Demand Schedule is the The choices are: 1 Relationship between demand and quantity bought 2 Relationship between price and quantity bought 3 Relationship between price and demand 4 None of these Right Answer: 2 Relationship between price and quantity bought Question 2. Market Demand Curve obeys the The choices are: 1 Law of downward-sloping demand 2 Law of upward-sloping demand www.

    Forces behind the demand curve The choices are: 1 Expectation about future economic conditions 2 Average Income 3 Cost of production 4 Both 1 and 2 Right Answer: 4 Both 1 and 2 Question 4.

    Shifts in Supply means The choices are: 1 When changes in factors other than goods own price affect the quantity supplied. Question 6. The Equilibrium Price is also know as The choices are: www. There exists a definite relationship between the market price of a good and the demanded quantity of that good, other things being constant.

    This relationship between price and quantity bought is called the demand schedule, or the demand curve. Law of downward-sloping demand: When the price of a commodity is raised and other things are held constant downloaders tend to download less of the commodity. Similarly, when the price is lowered, other things being constant, quantity demanded increases. The market demand curve is found by adding together the quantities demanded by all individuals at each price.

    When there are changes in factors other than a good's own price which affect the quantity downloadd, we call these changes shifts in demand. Demand increases or decreases when the quantity demanded at each price increase or decrease. The supply schedule or supply curve for a commodity shows the relationship between its market, price and the amount of that commodity that producers are willing to produce and sell, other things held constant.

    When changes in factors other than a good's own price affect the quantity supplied, we call these changes as shifts in supply. When the elements underlying demand or supply change, this leads to shifts in demand or supply and to changes in the market equilibrium of price and quantity.

    Definition and measures of money concept 2. Causes and measures of inflation 3.

    Medium of Exchange; www. A measure of value; 3. A store of value over time,; 4. Standard for deferred payments; Let us understand each of the above functions. Medium of Exchange: Individual goods and services, and other physical assets, are 'priced' in terms of money and are exchanged using money.

    A Measure of Value: Money is used to measure and record the value of goods or services. A store of value over time: Money can be held over a period of time and used to finance future payments.

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