Эссе по заданию на английском языке

For example, for front-office transactions, but prices are generally unimportant correspondent account on which calculations or storage location of the securities-if these parameters do not influence critical to delivery times. Accordingly, back office should have the power to change these settings, even if such a change does not fit the standard schema-type "ticket is issued by the trader and is handled by the back office.
Another case of disinterest in the proper handling of information units is discussed above include internal control units in the paperwork on the deal. Internal control unit does not have a direct interest in the speedy processing of documents for the calculations; on the other hand, lacks effective levers of influence on the internal control unit, forcing it to process information fast enough.
And finally, a simple principle should be followed when building an automated system: the user should be economically viable to use the system, it must face its tasks, it should simplify the interaction with other units. Indeed, in practice, often there are situations where a subdivision through organizational measures trying to get "hammered" (log) the information in the programme. If you do not receive this additional stress no impact, then it would be odd to hope for his diligent work. Conversely, if you make (or import) the data user is instantiating the work will be an essential stimulus for the early implementation of the new system. For example, usually extremely difficult to force the trader to make the deal a corporate information system; However, if the system will automatically issue a price of open position and its relationship with the market, or other useful information, such as for the deals is with nettingi MBK partners on specific dates, then the trader will be directly interested in the speedy implementation of the system.
Automate those processes does not mean introducing a system of business process management, which was precisely in their constant monitoring and optimization. And it is in this case, there is a real need for the need of "workflow" class. Systems of this class allow you to inexpensively enough to automate a wide variety of processes, and most importantly, be capable of being modified without system interruption. Although the introduction of Pro-cessnogo approach can be implemented within individual offices or a particular process, even to go to the style of automation required a lot of effort. Technical architecture to be implemented.
The procedure for cooperation with other offices and internal information processing procedures should be formalized. To do this, you must:
-develop procedures to exclude errors;
-constant debug existing procedures of interaction units that bring them to perfection;
-meet regularly with staff from other divisions to discuss existing problems in specific products.
Bibliography
Cusack M., "Online Customer Care", American Society for Quality (ASQ) Press, 2000.
Hoggson, N. F. (1926) Banking Through the Ages, New York, Dodd, Mead & Company.
For Banks, Wads of Cash and Loads of Trouble" article by Eric Lipton and Andrew Martin in The New York Times July 3, 2009
L Venkata Subramaniam (2008-02-01). "Call Centers of the Future" (PDF). i.t. magazine. pp. 48–51. http://lvs004.googlepages.com/callcenters.pdf. Retrieved 2008-05-29.
Boland, Vincent (2009-06-12). "Modern dilemma for world’s oldest bank". Financial Times. http://www.ft.com/cms/s/0/a034542e-5771-11de-8c47-00144feabdc0.html?nclick_check=1. Retrieved 23 February 2010.
Boland, Vincent (2009-06-12). "Modern dilemma for world’s oldest bank". Financial Times. http://www.ft.com/cms/s/0/a034542e-5771-11de-8c47-00144feabdc0.html?nclick_check=1. Retrieved 23 February 2010.
L Venkata Subramaniam (2008-02-01). "Call Centers of the Future" (PDF). i.t. magazine. pp. 48–51. http://lvs004.googlepages.com/callcenters.pdf. Retrieved 2008-05-29.
Cusack M., "Online Customer Care", American Society for Quality (ASQ) Press, 2000.
Hoggson, N. F. (1926) Banking Through the Ages, New York, Dodd, Mead & Company.
"For Banks, Wads of Cash and Loads of Trouble" article by Eric Lipton and Andrew Martin in The New York Times July 3, 2009
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Feedback loop
INPUTS
OUTPUTS
THE
TRANSFORMATION
PROCESS