ºÝºÝߣshows by User: gojenkon / http://www.slideshare.net/images/logo.gif ºÝºÝߣshows by User: gojenkon / Sat, 13 Aug 2022 05:43:41 GMT ºÝºÝߣShare feed for ºÝºÝߣshows by User: gojenkon Managerial skill.pptx /slideshow/managerial-skillpptx/252533640 5managerialskill-220813054341-34482587
Conceptual Analysis of Managerial Skills: Sue et al. (1982), have worked on a seminal paper which highlighted three key components of competencies and thereby there training as belief/ attitude, knowledge and skills. These three components hold a very important position in the field of occupational psychology pertaining to recruitment and selection where personality and the use of psychometric tests have been found to be very valid predictors of managerial performance (Schmidt, 1988). Whereas the academic rigor provided through the management course, tests the knowledge element of a student (Gottfredson, 1997; Graham, 1999). Mintzberg (1973) has identified a few key activities which a manager of the present day world performs all of which indicate that the work environment is largely episodic and action oriented (Ingleton, 2005). The responsibilities of a manger include, performs a great quantity of work at an unrelenting pace; undertakes activities marked by variety, brevity and fragmentation; has a preference for issues which are current, specific and non-routine; prefers verbal rather than written means of communication; acts within a web of internal and external contacts and is subject to heavy constraints but can exert some control over the work. Personality traits and its Implications on Managerial Skills. One of the earliest approaches to studying personality was the trait approach, which assumed that some traits can predict whether a person will attain positions of manager and be effective in these positions. Available literature has shown that there exists an association between the two. Barrick and Mount, (1991); Orpen, (1983) have found that there exists a positive correlation between the salary a manager draws and conscientiousness whereas co-relation with promotion was and conscientiousness was found by Howard and Bray, (1994); Jones and Whitemore, (1995). Conscientiousness is also found to have a positive co-relation with the job performance rating by the supervisors (Hough et al., 1990); and with job status (Judge et al., 1999). Yet, another personality trait neuroticism has found to have a negative co-relation with job performance (Salgado, 1997) whereas it is also validated that neuroticism is a valid predictor of performance (Spector, et al. 2000) and aspects of neuroticism negatively co-relate to salary (Harrell, 1969; Rawls and Rawls, 1968) and the status one enjoys at the work place (Melamed, 1996a, 1996b). Extraversion and job performance has also found to be linked. Salary and the occupational performance have found to be related (Melamed, 1996a, 1996b) and facets of extraversion (dominance and sociability) also have a co-relation with salary and promotions.]]>
Conceptual Analysis of Managerial Skills: Sue et al. (1982), have worked on a seminal paper which highlighted three key components of competencies and thereby there training as belief/ attitude, knowledge and skills. These three components hold a very important position in the field of occupational psychology pertaining to recruitment and selection where personality and the use of psychometric tests have been found to be very valid predictors of managerial performance (Schmidt, 1988). Whereas the academic rigor provided through the management course, tests the knowledge element of a student (Gottfredson, 1997; Graham, 1999). Mintzberg (1973) has identified a few key activities which a manager of the present day world performs all of which indicate that the work environment is largely episodic and action oriented (Ingleton, 2005). The responsibilities of a manger include, performs a great quantity of work at an unrelenting pace; undertakes activities marked by variety, brevity and fragmentation; has a preference for issues which are current, specific and non-routine; prefers verbal rather than written means of communication; acts within a web of internal and external contacts and is subject to heavy constraints but can exert some control over the work. Personality traits and its Implications on Managerial Skills. One of the earliest approaches to studying personality was the trait approach, which assumed that some traits can predict whether a person will attain positions of manager and be effective in these positions. Available literature has shown that there exists an association between the two. Barrick and Mount, (1991); Orpen, (1983) have found that there exists a positive correlation between the salary a manager draws and conscientiousness whereas co-relation with promotion was and conscientiousness was found by Howard and Bray, (1994); Jones and Whitemore, (1995). Conscientiousness is also found to have a positive co-relation with the job performance rating by the supervisors (Hough et al., 1990); and with job status (Judge et al., 1999). Yet, another personality trait neuroticism has found to have a negative co-relation with job performance (Salgado, 1997) whereas it is also validated that neuroticism is a valid predictor of performance (Spector, et al. 2000) and aspects of neuroticism negatively co-relate to salary (Harrell, 1969; Rawls and Rawls, 1968) and the status one enjoys at the work place (Melamed, 1996a, 1996b). Extraversion and job performance has also found to be linked. Salary and the occupational performance have found to be related (Melamed, 1996a, 1996b) and facets of extraversion (dominance and sociability) also have a co-relation with salary and promotions.]]> Sat, 13 Aug 2022 05:43:41 GMT /slideshow/managerial-skillpptx/252533640 gojenkon@slideshare.net(gojenkon) Managerial skill.pptx gojenkon Conceptual Analysis of Managerial Skills: Sue et al. (1982), have worked on a seminal paper which highlighted three key components of competencies and thereby there training as belief/ attitude, knowledge and skills. These three components hold a very important position in the field of occupational psychology pertaining to recruitment and selection where personality and the use of psychometric tests have been found to be very valid predictors of managerial performance (Schmidt, 1988). Whereas the academic rigor provided through the management course, tests the knowledge element of a student (Gottfredson, 1997; Graham, 1999). Mintzberg (1973) has identified a few key activities which a manager of the present day world performs all of which indicate that the work environment is largely episodic and action oriented (Ingleton, 2005). The responsibilities of a manger include, performs a great quantity of work at an unrelenting pace; undertakes activities marked by variety, brevity and fragmentation; has a preference for issues which are current, specific and non-routine; prefers verbal rather than written means of communication; acts within a web of internal and external contacts and is subject to heavy constraints but can exert some control over the work. Personality traits and its Implications on Managerial Skills. One of the earliest approaches to studying personality was the trait approach, which assumed that some traits can predict whether a person will attain positions of manager and be effective in these positions. Available literature has shown that there exists an association between the two. Barrick and Mount, (1991); Orpen, (1983) have found that there exists a positive correlation between the salary a manager draws and conscientiousness whereas co-relation with promotion was and conscientiousness was found by Howard and Bray, (1994); Jones and Whitemore, (1995). Conscientiousness is also found to have a positive co-relation with the job performance rating by the supervisors (Hough et al., 1990); and with job status (Judge et al., 1999). Yet, another personality trait neuroticism has found to have a negative co-relation with job performance (Salgado, 1997) whereas it is also validated that neuroticism is a valid predictor of performance (Spector, et al. 2000) and aspects of neuroticism negatively co-relate to salary (Harrell, 1969; Rawls and Rawls, 1968) and the status one enjoys at the work place (Melamed, 1996a, 1996b). Extraversion and job performance has also found to be linked. Salary and the occupational performance have found to be related (Melamed, 1996a, 1996b) and facets of extraversion (dominance and sociability) also have a co-relation with salary and promotions. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/5managerialskill-220813054341-34482587-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Conceptual Analysis of Managerial Skills: Sue et al. (1982), have worked on a seminal paper which highlighted three key components of competencies and thereby there training as belief/ attitude, knowledge and skills. These three components hold a very important position in the field of occupational psychology pertaining to recruitment and selection where personality and the use of psychometric tests have been found to be very valid predictors of managerial performance (Schmidt, 1988). Whereas the academic rigor provided through the management course, tests the knowledge element of a student (Gottfredson, 1997; Graham, 1999). Mintzberg (1973) has identified a few key activities which a manager of the present day world performs all of which indicate that the work environment is largely episodic and action oriented (Ingleton, 2005). The responsibilities of a manger include, performs a great quantity of work at an unrelenting pace; undertakes activities marked by variety, brevity and fragmentation; has a preference for issues which are current, specific and non-routine; prefers verbal rather than written means of communication; acts within a web of internal and external contacts and is subject to heavy constraints but can exert some control over the work. Personality traits and its Implications on Managerial Skills. One of the earliest approaches to studying personality was the trait approach, which assumed that some traits can predict whether a person will attain positions of manager and be effective in these positions. Available literature has shown that there exists an association between the two. Barrick and Mount, (1991); Orpen, (1983) have found that there exists a positive correlation between the salary a manager draws and conscientiousness whereas co-relation with promotion was and conscientiousness was found by Howard and Bray, (1994); Jones and Whitemore, (1995). Conscientiousness is also found to have a positive co-relation with the job performance rating by the supervisors (Hough et al., 1990); and with job status (Judge et al., 1999). Yet, another personality trait neuroticism has found to have a negative co-relation with job performance (Salgado, 1997) whereas it is also validated that neuroticism is a valid predictor of performance (Spector, et al. 2000) and aspects of neuroticism negatively co-relate to salary (Harrell, 1969; Rawls and Rawls, 1968) and the status one enjoys at the work place (Melamed, 1996a, 1996b). Extraversion and job performance has also found to be linked. Salary and the occupational performance have found to be related (Melamed, 1996a, 1996b) and facets of extraversion (dominance and sociability) also have a co-relation with salary and promotions.
Managerial skill.pptx from Gojendra Konthoujam
]]> 8 0 https://cdn.slidesharecdn.com/ss_thumbnails/5managerialskill-220813054341-34482587-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 PortfolioManagement.pptx /gojenkon/portfoliomanagementpptx 3-220813050942-a3e02625
Loan Portfolio Management 1 Comptroller’s Handbook Loan Portfolio Management Introduction Overview Lending is the principal business activity for most commercial banks. The loan portfolio is typically the largest asset and the predominate source of revenue. As such, it is one of the greatest sources of risk to a bank’s safety and soundness. Whether due to lax credit standards, poor portfolio risk management, or weakness in the economy, loan portfolio problems have historically been the major cause of bank losses and failures. Effective management of the loan portfolio and the credit function is fundamental to a bank’s safety and soundness. Loan portfolio management (LPM) is the process by which risks that are inherent in the credit process are managed and controlled. Because review of the LPM process is so important, it is a primary supervisory activity. Assessing LPM involves evaluating the steps bank management takes to identify and control risk throughout the credit process. The assessment focuses on what management does to identify issues before they become problems. This booklet, written for the benefit of both examiners and bankers, discusses the elements of an effective LPM process. It emphasizes that the identification and management of risk among groups of loans may be at least as important as the risk inherent in individual loans. For decades, good loan portfolio managers have concentrated most of their effort on prudently approving loans and carefully monitoring loan performance. Although these activities continue to be mainstays of loan portfolio management, analysis of past credit problems, such as those associated with oil and gas lending, agricultural lending, and commercial real estate lending in the 1980s, has made it clear that portfolio managers should do more. Traditional practices rely too much on trailing indicators of credit quality such as delinquency, nonaccrual, and risk rating trends. Banks have found that these indicators do not provide sufficient lead time for corrective action when there is a systemic increase in risk. Effective loan portfolio management begins with oversight of the risk in individual loans. Prudent risk selection is vital to maintaining favorable loan quality. Therefore, the historical emphasis on controlling the quality of individual loan approvals and managing the performance of loans continues to be essential. But better technology and information systems have opened the door to better management methods. A portfolio manager can now obtain early indications of increasing risk by taking a more comprehensive view of the loan portfolio. To manage their portfolios, bankers must understand not only the risk posed by each credit but also how the risks of individual loans and portfolios are interrelated. These interrelationships can multiply risk many times beyond what it would be if the risks were not related. Until recently, few banks used modern portfolio management concepts to control credit risk. ]]>
Loan Portfolio Management 1 Comptroller’s Handbook Loan Portfolio Management Introduction Overview Lending is the principal business activity for most commercial banks. The loan portfolio is typically the largest asset and the predominate source of revenue. As such, it is one of the greatest sources of risk to a bank’s safety and soundness. Whether due to lax credit standards, poor portfolio risk management, or weakness in the economy, loan portfolio problems have historically been the major cause of bank losses and failures. Effective management of the loan portfolio and the credit function is fundamental to a bank’s safety and soundness. Loan portfolio management (LPM) is the process by which risks that are inherent in the credit process are managed and controlled. Because review of the LPM process is so important, it is a primary supervisory activity. Assessing LPM involves evaluating the steps bank management takes to identify and control risk throughout the credit process. The assessment focuses on what management does to identify issues before they become problems. This booklet, written for the benefit of both examiners and bankers, discusses the elements of an effective LPM process. It emphasizes that the identification and management of risk among groups of loans may be at least as important as the risk inherent in individual loans. For decades, good loan portfolio managers have concentrated most of their effort on prudently approving loans and carefully monitoring loan performance. Although these activities continue to be mainstays of loan portfolio management, analysis of past credit problems, such as those associated with oil and gas lending, agricultural lending, and commercial real estate lending in the 1980s, has made it clear that portfolio managers should do more. Traditional practices rely too much on trailing indicators of credit quality such as delinquency, nonaccrual, and risk rating trends. Banks have found that these indicators do not provide sufficient lead time for corrective action when there is a systemic increase in risk. Effective loan portfolio management begins with oversight of the risk in individual loans. Prudent risk selection is vital to maintaining favorable loan quality. Therefore, the historical emphasis on controlling the quality of individual loan approvals and managing the performance of loans continues to be essential. But better technology and information systems have opened the door to better management methods. A portfolio manager can now obtain early indications of increasing risk by taking a more comprehensive view of the loan portfolio. To manage their portfolios, bankers must understand not only the risk posed by each credit but also how the risks of individual loans and portfolios are interrelated. These interrelationships can multiply risk many times beyond what it would be if the risks were not related. Until recently, few banks used modern portfolio management concepts to control credit risk. ]]> Sat, 13 Aug 2022 05:09:41 GMT /gojenkon/portfoliomanagementpptx gojenkon@slideshare.net(gojenkon) PortfolioManagement.pptx gojenkon Loan Portfolio Management 1 Comptroller’s Handbook Loan Portfolio Management Introduction Overview Lending is the principal business activity for most commercial banks. The loan portfolio is typically the largest asset and the predominate source of revenue. As such, it is one of the greatest sources of risk to a bank’s safety and soundness. Whether due to lax credit standards, poor portfolio risk management, or weakness in the economy, loan portfolio problems have historically been the major cause of bank losses and failures. Effective management of the loan portfolio and the credit function is fundamental to a bank’s safety and soundness. Loan portfolio management (LPM) is the process by which risks that are inherent in the credit process are managed and controlled. Because review of the LPM process is so important, it is a primary supervisory activity. Assessing LPM involves evaluating the steps bank management takes to identify and control risk throughout the credit process. The assessment focuses on what management does to identify issues before they become problems. This booklet, written for the benefit of both examiners and bankers, discusses the elements of an effective LPM process. It emphasizes that the identification and management of risk among groups of loans may be at least as important as the risk inherent in individual loans. For decades, good loan portfolio managers have concentrated most of their effort on prudently approving loans and carefully monitoring loan performance. Although these activities continue to be mainstays of loan portfolio management, analysis of past credit problems, such as those associated with oil and gas lending, agricultural lending, and commercial real estate lending in the 1980s, has made it clear that portfolio managers should do more. Traditional practices rely too much on trailing indicators of credit quality such as delinquency, nonaccrual, and risk rating trends. Banks have found that these indicators do not provide sufficient lead time for corrective action when there is a systemic increase in risk. Effective loan portfolio management begins with oversight of the risk in individual loans. Prudent risk selection is vital to maintaining favorable loan quality. Therefore, the historical emphasis on controlling the quality of individual loan approvals and managing the performance of loans continues to be essential. But better technology and information systems have opened the door to better management methods. A portfolio manager can now obtain early indications of increasing risk by taking a more comprehensive view of the loan portfolio. To manage their portfolios, bankers must understand not only the risk posed by each credit but also how the risks of individual loans and portfolios are interrelated. These interrelationships can multiply risk many times beyond what it would be if the risks were not related. Until recently, few banks used modern portfolio management concepts to control credit risk. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3-220813050942-a3e02625-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Loan Portfolio Management 1 Comptroller’s Handbook Loan Portfolio Management Introduction Overview Lending is the principal business activity for most commercial banks. The loan portfolio is typically the largest asset and the predominate source of revenue. As such, it is one of the greatest sources of risk to a bank’s safety and soundness. Whether due to lax credit standards, poor portfolio risk management, or weakness in the economy, loan portfolio problems have historically been the major cause of bank losses and failures. Effective management of the loan portfolio and the credit function is fundamental to a bank’s safety and soundness. Loan portfolio management (LPM) is the process by which risks that are inherent in the credit process are managed and controlled. Because review of the LPM process is so important, it is a primary supervisory activity. Assessing LPM involves evaluating the steps bank management takes to identify and control risk throughout the credit process. The assessment focuses on what management does to identify issues before they become problems. This booklet, written for the benefit of both examiners and bankers, discusses the elements of an effective LPM process. It emphasizes that the identification and management of risk among groups of loans may be at least as important as the risk inherent in individual loans. For decades, good loan portfolio managers have concentrated most of their effort on prudently approving loans and carefully monitoring loan performance. Although these activities continue to be mainstays of loan portfolio management, analysis of past credit problems, such as those associated with oil and gas lending, agricultural lending, and commercial real estate lending in the 1980s, has made it clear that portfolio managers should do more. Traditional practices rely too much on trailing indicators of credit quality such as delinquency, nonaccrual, and risk rating trends. Banks have found that these indicators do not provide sufficient lead time for corrective action when there is a systemic increase in risk. Effective loan portfolio management begins with oversight of the risk in individual loans. Prudent risk selection is vital to maintaining favorable loan quality. Therefore, the historical emphasis on controlling the quality of individual loan approvals and managing the performance of loans continues to be essential. But better technology and information systems have opened the door to better management methods. A portfolio manager can now obtain early indications of increasing risk by taking a more comprehensive view of the loan portfolio. To manage their portfolios, bankers must understand not only the risk posed by each credit but also how the risks of individual loans and portfolios are interrelated. These interrelationships can multiply risk many times beyond what it would be if the risks were not related. Until recently, few banks used modern portfolio management concepts to control credit risk.
PortfolioManagement.pptx from Gojendra Konthoujam
]]> 30 0 https://cdn.slidesharecdn.com/ss_thumbnails/3-220813050942-a3e02625-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-gojenkon-48x48.jpg?cb=1731243702 Optimistic, like to define new horizon or man https://cdn.slidesharecdn.com/ss_thumbnails/5managerialskill-220813054341-34482587-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/managerial-skillpptx/252533640 Managerial skill.pptx https://cdn.slidesharecdn.com/ss_thumbnails/3-220813050942-a3e02625-thumbnail.jpg?width=320&height=320&fit=bounds gojenkon/portfoliomanagementpptx PortfolioManagement.pptx