THE IMPACT OF SUPERVISION OF EFFECTIVE BANK MANAGEMENT
ABSTRACT
This research work was aimed at determining the impact of supervision of Effective Bank Management with particular reference to UBA Plc, Station, Road, Enugu. A structured questionnaire made up of a little combination of some dictatorship and open ended questions was developed and distributed to a sample size of 79 male and female employees of UBA Plc, Station Road, Enugu. The data collected were analyzed using tables, percentages and chi-square. Based on the above, major findings include: That the human and non-human resources available in the bank are limited. That UBA Plc, Station Road heartily experience computer fraud.That undue interference and insecurity of the job or position of supervisors affect the objectivity of their reports and recommendations.Non-implementation of previous reports affect the functions of supervisors. Based on these findings, the following recommendations were made for improved efficiency and effectiveness in the management of the banking industry. Banks should use delegation ad a supervisory strategy to be in professional touch with all the departments in a bank despite physical remoteness. A programme of in-service education and training should be given to staff on a regular basis to enable them get abreast with the changing demands of time. Banks should consistently organize seminars, staff meetings, individual conferences, etc to motivate staff. Staff safety and welfare should be adequately assured for continuity.
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Banking is defined in the 1969 Act as “the business of receiving monies from outside sources as deposits irrespective of the payment of interest and the granting of loans and acceptance of credits, of the purchase and sale of securities for account of others, or the incurring of the obligation to acquire claims in respect of loans prior to their maturity or the assumption of guarantees and other warranties for others, or the effecting of transfer and clearings and such other transactions as the commissioner may, on the recommendation of the central bank, by order publish in the Federal Gazette designate as banking business.
The Nigerian banking system is made up of the central bank, commercial banks, merchant banks and development banks. However, in the most recent past, the federal military government established the community and people’s banks, with broad based programmes to enhance the welfare of the citizens. In Nigeria, the banks are closely monitored and regulated by the government through its agency, the Central Bank of Nigeria (CBN). The need for this close marking is to ensure that banks render services to their customers in a manner consistent with safe banking operations and government financial policy. Due to the direct need to effectively and efficiently manage depositors’ fund, the task of managing is entrusted to reputable and diligent personnel. This is due to the various functions involved in the art of bank management.
The management personnel of banks usually establish internal control procedures for the effective discharge of the major functions in order to attain their corporate objectives. In doing this, special attention is always given to communication problems. The organizational structures of banks usually have a line-end-staff form so that there will be free flow of information vertically. Similarly, the lower level management can also advise top-level management. This free flow of information will make those below the top management to be fully aware of the bank’s policy and their own individual and group responsibilities toward the bank. It also provides a basis for effective decision making. This is followed by planning which deals with mapping out strategies to implement decision. There is therefore a need to establish a follow-up mechanism so that performances can be monitored to know whether actions are going according to plan and policies. If not, then adjustments can be made
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