Performance and Changes Evaluation & Management: Ways of Development in Banking Institutions

Doinita Badiu and Monica Susanu ()
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Doinita Badiu: Academy of Economic Studies, Bucharest, Romania
Monica Susanu: Dunarea de Jos University of Galati, Romania

Economics and Applied Informatics, 2010, issue 1, 317-324

Abstract: As best as one can say from historical records, banking is the oldest of all financialservices professions. After a comprehensive history, that included both several decades of totalitarian regime and natural business and banks failures caused by the transitional process, Romania already developed a solid banking system, based upon new modern rules, following hard and thorough routes to catch-up the gap that communism created between the country and the other democratic economies. Usually, identifying a target represents only the beginning of development and consequently, changes. Development presupposes both establishing a purpose and a clear image of reality. Once we understand where we want to go and it is clear where we stand, we can become creative and move forward. The challenge we are facing is to constantly be aware of and to simultaneously understand the reality and our target. The distance between the current reality and the target creates a tension called creative tension, which is the beginning of another creative process during which changes are implemented and new performances are expected. But organizations are not static, they always experience various transformations. Any change, including office rearrangements, transformations of the production process by introducing a different technology and changes in the management are multiple causes, internal and/or external, and generate disorder or even radical turnovers. The issue bellow is an analysis of the performance evaluation and the corresponding steps that a banking institution manager should make in order to prepare changes and thus, to develop the organisation subsequently.

Keywords: banking; banking institution; performance management; changes management; motivation; criteria of performance evaluation; management of people (search for similar items in EconPapers)
JEL-codes: D57 G21 L21 L25 (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:ddj:fseeai:y:2010:i:1:p:317-324

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