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CENTRAL BANKS-AS THE KEY PUBLIC INSTITUTIONS AIMING AT THE IMPROVEMENT OF EFFECTIVENESS AND EFFICIENCY OF THEIR PERFORMANCE PART 2 (Polish title below)

100%
Chodorowski L.
Ekonomia. Rynek, Gospodarka, Społeczeństwo
|
2011
|
issue 27
81-106
EN
(Polish title: Banki centralne jako wiodace instytucje publiczne w dazeniu do poprawy efektywnosci funkcjonowania - czesc 2). This article consists of 2 parts and describes the importance of improving the effectiveness and efficiency of central banks' performance. Firstly, central banks are seen as important representatives of public institutions, and their effectiveness and efficiency are shown on the grounds of microeconomics. Secondly, the kinds of organizational structures, which are typical for central banks or which are possible to be used, are analyzed due to the effectiveness and efficiency. In the second part of the article the author, drawing on the experience of central banks, provides an overview of the following types of organizational structures: hierarchic, indirect, organic and the structure based on process maps (the hierarchic structure is the most popular for central banks at present). These structures have been shortly described and assessed. It seems that the structure based on the process approach may be the most effective and efficient. Therefore, the author also presents a strategy and methods of transformation from the hierarchic structure (or similar) to the structure based on the process approach.
2
Content available remote

CENTRAL BANKS AS THE KEY PUBLIC INSTITUTIONS AIMING AT THE IMPROVEMENT OF EFFECTIVENESS AND EFFICIENCY OF THEIR PERFORMANCE (Polish title below)

100%
Chodorowski L.
Ekonomia. Rynek, Gospodarka, Społeczeństwo
|
2011
|
issue 25
105-128
EN
(Polish title: Banki centralne jako wiodace instytucje publiczne w dazeniu do poprawy efektywnosci funkcjonowania - czesc I). This article consists of 2 parts and describes the importance of improving the effectiveness and efficiency of central banks' performance. Firstly, central banks are seen as important representatives of public institutions, and their effectiveness and efficiency are shown on the grounds of microeconomics. Secondly, the kinds of organizational structures, which are typical for central banks or which are possible to be used, are analyzed due to the effectiveness and efficiency. In the first part of this 2-part article the author refers to the new institutional economics (NIE), the transaction costs theory, the agency theory and the signaling theory and indicates the connection between these theories and the functioning of central banks. The notions of strategy, organizational structure and business process have been briefly analyzed as well. Next, the definition and assessment criteria of effectiveness and efficiency for central banks are created. This definition highlights the fact that the effectiveness and efficiency of a central bank consists of the way of the organization of its integrity and of all the bank's activities, which assure the achievement of established purposes (such as offered by the bank services) as well as that of a satisfying financial outcome (simultaneously the expenditures are not increased and the services quality is maintained).
3
Content available remote

DEBATE. PENSION REFORMS IN POLAND AND GERMANY-ACHIEVEMENTS, FAILURES AND THE FUTURE

100%
Chodorowski L.
Ekonomia. Rynek, Gospodarka, Społeczeństwo
|
2011
|
issue 27
56-84
EN
The conference included a panel discussion during which we discussed achievements, failures and the future of pension system reforms in Poland and Germany. The main panelists were: Marek Góra, Warsaw School of Economics, co-author of the pension reform in Poland, Jeremi Mordasewicz, representative of The Polish Confederation of Private Employers at the ZUS Supervisory Board, Viktor Steiner, Freie Universität Berlin and DIW-Berlin. According to our plans Edward Whitehouse, pension specialist in the Social Policy division, OECD was supposed to be the fourth panelist. Unfortunately, he was unable to reach Warsaw, due to the protests against the pension reform, which took place in France at that time. This is a good example that pension reforms are important not only for specialists and politicians, but also for ordinary citizens. The debate was moderated by Michal Myck, CenEA and DIW-Berlin. The transcript was smoothed out by Grzegorz Kula in order to preserve a style of the debate but at the same time correct all the problems appearing when spoken language is written down.
4
Content available remote

THE IMPORTANCE OF THE PROCESS APPROACH IN THE RISK MITIGATION; (Rola podejscia procesowego w ograniczaniu ryzyka)

100%
Chodorowski L.
Ekonomia. Rynek, Gospodarka, Społeczeństwo
|
2009
|
issue 23
69-97
EN
This article describes the importance of the process management in a given institution (first of all financial institution), especially in area of the risk reduction. The correct implementation of the process approach in given institution involves to take up several performances. Firstly identification of all processes in the institution, this means building the process map. Next the institution should establish for a given process: its income and outcome, the purpose and the effect (product, service) strictly connected with it, the process sources (staff, things) and finally risks identified in the process. In the author's opinion every process can be described as the mathematical function. Generally speaking the established process map should facilitate to run effectively the risk management. Moreover the Key Risk Indicators (KRI), which are systematically calculated, can support the objectivity of the risk assessment in the range of the risk management. Simultaneously the risk map can be also useful in order to conduct: the cost budgeting, the internal control and internal audit activity, the implementation of new IT softwares, the analysis of effectiveness and efficiency of the organizational framework and the human resources, the analysis of internal procedures etc. Few central banks in Western Europe implemented already the process maps in question. In the range of this maps, especially in the range of the identified processes, the levels of risk were estimated and reduced. As far as the National Bank of Poland (NBP) is concerned, this bank implemented in 2005 the unique 3-level risk management system. The NBP is permanently improving this system at present.
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