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By Wilbert O. Bascom

As monetary markets are liberalized, financial institution administration and financial institution regulators and supervisors are confronted with new and complicated demanding situations. as a rule, financial institution administration is confronted with the problem of coping with in a aggressive and risky marketplace surroundings; financial institution supervisors have the problem of creating the framework that enables risk-taking with out endangering the banks' safeguard and soundness. The publication identifies and discusses a collection of particular demanding situations, and indicates methods that could be utilized by administration and supervisors to surmount them.

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Furthermore, management will have to determine whether the product lines and services between the acquiring bank and the targetted bank are compatible. Compatibility will minimize any operational inconvenience to the depositors after the consolidation of the two banks is effected. With Bank A being the identified acquisition target, and in compliance with the country's acquisition laws, management may decide to purchase, quickly and imperceptibly, a certain proportion of Bank A's outstanding stocks at a price that will enable the acquiring bank to resell at a profit in the event that the acquisition fails.

Each management level must be prepared for planning through a carefully designed training programme. After their training, they should be given adequate time to perform the planning tasks assigned to them. Strategic Management 33 Constant monitoring of performance results against plan expectations, and management's ability to reformulate strategies as conditions change, cannot be overemphasized. For example, regular meetings on certain critical areas of the plan, such as the bank's budget performance, and its asset liability condition must be held in order to oversee the bank's position and make any necessary adjustments.

2 PLATFORMS AND LEVERS The effectiveness of planning depends on, among other things, management's ability to distinguish the platform for operational success from the levers for achieving such success. Platforms relate to the broad and strategic; levers are pointed and tactica1. 3 Bank management in developing financial markets may spend a great deal of energy building a platform to replicate their competitors' profit centres, to acquire their competitors, or to venture into new products and services.

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