Publisher: Butterworth-Heinemann, 2002, 165 pages
The operations function in a financial organization is crucial to the success of the business. It drives both profitability and reputation as well as contributing to business development and support. It is also a complex part of a business and one that is treated differently in different organizations. The complexity of operations and the diverseness of the teams and the people they interact with create a need for a high degree of relationship and resource management.
For instance, a bank that is involved in both retail and investment banking will have hundreds of different relationship situations, but so too will a small private client broker. Some situations may be common to all types of organizations; others common to particular types of organizations and a few will be very specific to an organization. These relationships may be very open or highly discreet and confidential.
Whatever the type of relationship, whether problematic or successful, it will have an impact on the business. The role of the operations manager is a key one. Charged with managing resources and the numerous relationship issues, it is neither a simple task nor, because of the variety and frequency of the issues that might arise, one that is easy to find solutions for. This book, however, explores some of the situations that managers might find themselves in and puts forward some solutions.
Relationships and resources are the energy source that makes operations work, and managed well they will provide the means for a business to grow and attain success. The main aim of this book is to provide knowledge and guidance on this important and key area of operations management. Successful operations teams are built on talented resources and effective management — let this book be your guide.
Relationship and resource Management in Operations:
This is the weakest book in the Loader series. It just tries to explain without any real detail the different parts of investment banking. He succeeds partly.