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Rolfes, B., Krämer, C. Erfolgsorientierte Steuerung marktbezogener Organisationseinheiten in Kreditinstituten. Credit and Capital Markets – Kredit und Kapital, 21(1), 118-142.
Rolfes, Bernd and Krämer, Christoph "Erfolgsorientierte Steuerung marktbezogener Organisationseinheiten in Kreditinstituten" Credit and Capital Markets – Kredit und Kapital 21.1, 1988, 118-142.
Rolfes, Bernd/Krämer, Christoph (1988): Erfolgsorientierte Steuerung marktbezogener Organisationseinheiten in Kreditinstituten, in: Credit and Capital Markets – Kredit und Kapital, vol. 21, iss. 1, 118-142, [online]


Erfolgsorientierte Steuerung marktbezogener Organisationseinheiten in Kreditinstituten

Rolfes, Bernd | Krämer, Christoph

Credit and Capital Markets – Kredit und Kapital, Vol. 21 (1988), Iss. 1 : pp. 118–142

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Bernd Rolfes, Münster

Christoph Krämer, Münster


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Success-Oriented Management of Organizational Units of Credit Institutions Operating Close to the Market

The market for banking services is currently experiencing substantial structural change. Its negative effects on growth, profitability and the security of banking transactions can ultimately be dealt with successfully through high-quality products only and through the way in which they are offered. In this context, the individual bank employee in his capacity of the customer’s account executive increasingly personifies the decisive element in a banking policy that is customer and earnings-oriented at the same time. As a success-oriented management concept for organizational units of credit institutions operating close to the market, it is the aim especially of the profit-centre management system to improve the staff’s willingness to achieve and to coordinate and gear the activities of the staff to the institution’s system of objectives through a stronger and more objective incentive system. Bearing in mind organizational requirements, the first step to be taken in the light of modern calculation methods is to develop appropriate performance indicator criteria for the institution’s accounting and for its operative units. A profit centrerelated contribution costing concept subsequently shows methods to ascertain the profit contributions to be ascribed to anyone unit with a profit-making responsibility. Only the integration of this single-dimensional performance indicator into the entire system of bank controlling instruments ultimately promises the desired effect: the successful management of structural change in the credit industry.