The banks need a proper organizational hierarchy in order to carry out all the activities of the organization in a smooth and the most efficient way.
A bank management hierarchy typically enlists all the job titles from top to bottom in order of their importance, experience levels and contribution towards the organization.
The main job role of the Board of Directors is to protect the interest of the shareholders. The chief operating officer analyses the market constraints, and set forth new business initiatives and plans in order to increase the quality of operations of the bank.
The assistant general managers act as a communication line between the principal officers and the general managers. The senior officers are responsible for meeting the monthly sales targets assigned to them by the executive officers of the bank.
The non-clerical staff members are also called as office assistants and they are at the bottom of the bank management hierarchy.
This section provides an overview of the asset management approach we are developing in Transport Scotland. Customer Focused – explicit consideration is given to customer requirements in defining goals, objectives and Levels of Service, and where appropriate customers are consulted. Strategic – a planned and considered approach that takes a long term view of customer service requirements and business objectives and uses this information to inform and appropriately target expenditure, resources and works. Targeted – allocation of resources is based on a rigorous assessment of needs and benefits using prioritisation and Value Management processes. Sustainable – the asset base is preserved and replenished in a sustainable and cost effective way that will not impose an undue burden on future generations. System-based – the asset base is treated as a ‘networked system’ with emphasis on maximising the performance of the entire system. Holistic – the best, or the most favourable, course of action(s) is selected by considering the wider economic, social and environmental impact of the action in addition to the direct impact on the service or operation.
Performance based – the condition, functionality and other performance characteristics of the assets are measured, managed and linked to strategic aims and objectives. Risk based – the likelihood and consequences of asset failure or loss of performance are assessed and managed.
Network Maintainer – managing the Operating Company contracts to ensure delivery of work programmes (inspection, maintenance and repair) and infrastructure improvements, maintenance programming, budget management.
North West – Scotland TranServ (a joint venture between Balfour Beatty and MouchelParkman). North East – BEAR Scotland Ltd (a joint venture between Jacobs, Ennstone plc and Ringway Group Ltd).
Translation of strategic aims, objectives and targets into Levels of Service and in turn Performance Targets. Analysis of assets to determine performance gaps and identify long-term maintenance and improvement needs. Scottish Executive Road Information System (SERIS) – used for carriageway, footway, fences and barriers, road lighting, drainage and street furniture.
The further activity moves up the waste management hierarchy, the more greenhouse gains there are to be made. Reuse requires less energy than recycling, although designs which are both adaptable and durable are essential to its success. To effectively address the zero waste and climate change agenda, there needs to be a move beyond recycling into the largely uncharted territory of the higher end of the hierarchy, to reuse, reduce and avoid, with a particular emphasis on eco-efficiency (the same or greater utility from less material input).
Hierarchy or apex pyramid showing natural food chain or a blank template to show any relationship that follows the pyramid model.


The hierarchy plays a vital role in the effective functioning of the bank by ensuring a proper communication channel between the different levels of the professionals. They establish various compensation committees and review the financial statements of the bank at regular intervals of time. The COO manages all the regulatory issues and issues related to the operations and public relations. They perform various targeted functions like negotiating new transactions, rescheduling and restructuring of the portfolios.
They evaluate the sales prospects in the particular geographical area assigned to them and coordinate with the internal and the external teams. They perform duties like filing and record keeping of bank’s record, attending the visitors, and delivering various documents of the bank. If you want to live a stress-free life, then you must first believe you are worth it and that you deserve it. This includes an overview of our asset management ethos, the asset management roles and responsibilities, and our asset management framework.
It also sets out how we will deal with any associated changes to working practices and how we will keep abreast of the latest developments in asset management. The stages of an assets life are illustrated below, the deterioration and maintenance cycle is expanded because this is a core area for long life transport infrastructure assets. From this we have identified ten core asset management principles; we believe all ten are relevant to our business and should be adhered to. Where customers include the asset owner, public, private and business users, community, etc.
These changes, along with the improved data, processes and systems, mean that some staff are likely to be influenced by asset management.
We recognise this will be challenging in some cases, and therefore the risks to implementation will be identified for each part of the Asset Management Improvement Programme and suitable management and mitigation activities put in place. The Trunk Roads: Network Management Directorate (TRNMD) is primarily responsible for the management, maintenance and operation of the trunk road network. They carry out day-to-day inspection, management, maintenance and repairs to the trunk road network under five to seven year contracts. PAG’s current contract commenced in December 2002 and is programmed to operate for an initial term of seven years. PAG also checks payment requests from the OCs, carries out inter-Unit comparisons and investigates if they are giving value for money when asked to do so by Transport Scotland. The management processes in Transport Scotland can be broadly categorised into three levels: Strategic, Tactical and Operational. At the strategic level the Scottish Government and Transport Scotland set the overall long term direction for transport, e.g. At the tactical level our asset managers translate the overall aims and objectives into specific plans and performance targets for the different asset types, aligning these with our Network Operator responsibilities. At the operational level our network maintainers develop and implement detailed short-term work plans and schedules that align with the principles, processes and work volumes and phasing defined in the RAMP.
This has meant that the three levels, in terms of asset management planning and decision making, have not been fully integrated. It is therefore important to have a clear understanding of how asset management aligns with our organisational activities.
Our framework is based on a review of national and international asset management practice.
As part of the AMIP we are currently undertaking customer consultations in order to understand their needs and aspirations for the trunk road network (see Section 2.4).


That is, in order to deliver the strategic aims, objectives and targets it is necessary to translate the work volumes and phasing described in the RAMP into detailed short-term work plans. Through the AMIP we will develop and embed each component of the asset management planning process within our practices and supporting computerised tools.
Currently annual and three-year work plans are developed largely based on asset condition information and delivered by the Operating Companies.
This will include the development of detailed forward and annual work plans that align with the RAMP and which seek to make best use of resources. Through the AMIP we will make some significant improvements to this practice, including the development of a Data Management Protocol and a Data Integration Protocol.
It is therefore important to have performance measures that assist systematic monitoring and assessment of the effectiveness of the new or improved practices. Waste, in all its guises, is an indicator that systems and processes could be designed better.
The volume and rate at which resources are being channelled through the human economy needs to be slowed, along with a recognition that all our material goods have an energy 'price tag'. Table 3 presents these ten core principles of asset management aligned with our trunk road management objectives of providing Customer Service, Value for Money and Effective Management (Competing for Better Roads, The Future Management and Maintenance of Scotland’s Trunk Road Network, A Consultation Paper. Our staff will continue to be actively involved in these groups to ensure that we keep abreast of the latest developments and innovations in asset management and adopt those best suited to Transport Scotland. These are interrelated disciplines that need to work together in order to deliver the best service on the network. The Scottish trunk road network is separated into four areas: the North West, North East, South West and South East, each area is managed and maintained under a separate contract. This includes processes for identifying the required, most beneficial and cost effective maintenance activities and when they should be carried out. Engineering processes include inspection, routine maintenance, scheme design, work scheduling and implementation. Adopting good asset management practice at the Tactical level, through the delivery of the AMIP, will enable us to fully integrate the three levels, ensuring our overall strategic aims and objectives are translated into day-to-day operational activities and maintenance works. The framework illustrates the customer focused nature of asset management and the linkage between the Strategic, Tactical and Operational management levels.
This will be achieved by aligning the asset management planning process and the short-term maintenance planning processes. Moreover, they lead and manage the junior staff members and develop professional relationship with the various clients. We will also seek to share our asset management developments and innovations with other organisations, including Scottish Local Authorities.
The focus is on choosing the right techniques, Value Engineering of schemes, carrying out the work in the most efficient way and scheduling works in consultation with our Network Operators. Section 13 provides details of the approach we are using to monitor and review the performance of asset management practices. This illustrates that adopting an asset management approach will fully support the delivery of our trunk road management objectives. We will use this cycle to continually monitor and seek improvement in our asset management practices. This will include systematically measuring performance and taking appropriate and timely corrective and improvement actions.



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