COMPETECY OF BANK MANAGERS IN THE LIGHT OF THE DIGITAL TRANSFORMATION OF BANKING OPERATIONS

Abstract

Taking into account today's mobility of
managers in banking and financial industry, the
challenges of the digital transformation of
financial institutions’ operating, modern effective
development of bank managers cannot force them,
for all good intentions, to accept the goals of the
Bank, much less can such development manipulate
their behaviourso as to adjust it to organizational
needs. Effective development of bank managers,
today, actually entails encouraging establishment
of relations in which an individual manager can
take responsibility for the development of their
own potential, to draw up their own development
plans and to learn lessons from the implementation
of these plans into action. Nowadays, banking
managers are required to exceed the limits of their
job description, they need to know more, have to
think more and take more responsibility for the
results. These are the key postulates of human
capital in a contemporary commercial bank.
Actually it is a contemporary transition from hardline
Taylorism to the behavioural approach which
is made to relocate the focus from job description
onto the skills and individual potential.
Competence becomes a source of competitive
advantage for the individual and for the bank,
whereas competence development becomes a
comprehensive, purposeful and lifelong motto of
modern corporate life of a manager in the banking
industry. This paper will focus on the analysis of
preconditions for the development of competencies
of middle managers in the banking industry in
Serbia, in light of the issues and corporate
environment where the development occurs and
the increasing challenges of the digital
transformation of operating that questions the
need for traditional management of a team
creating results in direct contact with clients.