The correct structure of the bank is a means of achieving the goal

To begin with, let's define the fact that the structure of the bank is not just a collection of departments and other units in the territorial representative offices that are run by a strict Board. In fact, it is about the internal organization of the work of a financial institution, which allows:

• formalize and structure management methods;
• Develop the basis of relationships within the organization;
• Identify groups of performers.

In addition, it is necessary and an appropriate system for monitoring all arising within the structure of relationships.

It sounds a bit complicated, does not it? But this is normal, because the structure of the bank is the most important aspect, which allows to achieve the main thing: to achieve the goals set for the financial organization, for example, by the general meeting of shareholders.

In general, modern management is characterized by the presence of several models, let's say, the configuration of credit and financial institutions. At the same time, the structure of the Bank of Russia is no longer management. This is the Constitution and a specific Federal Law that determines the composition of units whose duties include, among other things, control over the activities of other participants in the banking sector. What is characteristic, the main banking institution of the country uses in its work mainly economic management methods. But in special cases they can be replaced by administrative ones. The current structure of the Central Bank is a single system, the management of which is centralized and aligned vertically.

However, let us return to the "ordinary" participants of the domestic banking industry.

The most traditional is the mechanistic structure of the bank. It can be of two types: functional and divisional.

The first is characterized by the presence of separate units, each of which is created to perform a clearly defined range of tasks. Here we should talk about the vertical hierarchy of departments, which include management, departments and so on. In other words, there is an operational division: the credit, operational, currency department (sector).

As for divisional structures, here, when dividing into account, the focus is on the region, the consumer or the product. Accordingly, each employee of a particular unit is a kind of "universal soldier", ready to offer the client a full service for the types of services that a particular banking department provides. Often inside it (separation), workers are divided into several departments. One of the departments works only with individuals, the second - only with legal entities, the third - with VIP clients. At the same time, those who work with clients belong to the front office, and those who are engaged in processing the relevant documents - to the back-office.

An alternative to mechanistic is the organic structure of the bank. In this case, the financial organization is oriented, first of all, to the changing environment. Therefore, it is customary here to distinguish between project-type and matrix-type structures. The first are created for the execution of a particular project, and the latter are, in fact, a mechanistic structure that is combined with a project approach to the performance of a task.