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4 激勵合同和賠償 在某種程度上,管理上可以引入與一線管理人員個人激勵機制相容的合同然后減少復(fù)雜和昂貴的風(fēng)險補償需求。匯總報表通過業(yè)務(wù)單位指出限制條件和當(dāng)前漏洞。雖然這種限制在設(shè)立和管理起來比較昂貴,他們所實行的限制風(fēng)險,可以由任何人單獨承擔(dān)。 2 持倉限額或規(guī)則 第二個內(nèi)部控制技術(shù) 是利用持倉限額和使用最低參與標準。不管怎樣,這些報告一直是標準化的。承銷標準,風(fēng)險分類,審 標準和風(fēng)險都是傳統(tǒng)的管理和控制具。為了解這四個部分基本的風(fēng)險管理技術(shù)如何分別實現(xiàn)這些目標,我們將對下而過程的每一個部分詳細作說明。 鑒于上述情況,那么那些必要的程序必須履行,以便進行適當(dāng)?shù)娘L(fēng)險管理呢 ?從本質(zhì)上講,是采用什么技術(shù)既限制和管理風(fēng)險的不同類型,以及它們是如何在各種風(fēng)險控制區(qū)實施 ?這是對這些問題,我們現(xiàn)在轉(zhuǎn)向。第二個內(nèi)容包括自營他們接受的頭寸風(fēng)險和預(yù)期回報。這里的意思就是,是當(dāng)銀行持有的復(fù)雜和專有資產(chǎn)數(shù)量下降時,這種風(fēng)險轉(zhuǎn)移起來比較困難。 然而,有兩類固有的風(fēng)險資產(chǎn)或活動應(yīng)被銀行吸收。 最后,銀行可以從服務(wù)客戶群的過程中,購買或出售金融債權(quán)分散或集中的風(fēng)險。在每一種情況,我們的目標都是擺脫風(fēng)險,特別是金融服務(wù)公司沒有必要承擔(dān)的,或者只吸收了最佳數(shù)量的特定類型的風(fēng)險。共同的風(fēng)險規(guī)避行為在這里至少包括三種類型。總之,它只應(yīng)該接受一部分唯一來自于銀行服務(wù)陣列的風(fēng)險。 在銀行的主要業(yè)務(wù),即那些涉及其自身的資產(chǎn)負債表和其基本的商業(yè)貸款和借款中的風(fēng)險,并不完全由銀行自身所承擔(dān) .在許多情況下,機構(gòu)將通過適當(dāng)?shù)纳虡I(yè)行為的交易來消除或減輕金融風(fēng)險與關(guān)聯(lián),在其他情況卜,將通過定價和產(chǎn)品設(shè)計的結(jié)合把風(fēng)險轉(zhuǎn)移給其他締約方。 這些項目是在傳統(tǒng)的財務(wù)報表之外的,因為后者依賴丁飛普遍接受的會計程序,而不是一個真正的經(jīng)濟資產(chǎn)負債表。 可以肯定的是,這些銀行業(yè)金融機構(gòu)進行的活動不會直接受資產(chǎn)負債表的影響。在本文中,這些參數(shù)這里既不會審查,也不會列舉。商業(yè)銀行正承擔(dān)著業(yè)務(wù)風(fēng)險。但是,在某些領(lǐng)域,甚至連一些最佳方法也并不適用。 本文的目的是概述本次調(diào)查的結(jié)果。在斯隆基金會的支持下,沃頓商學(xué)院金融機構(gòu)中心,一直在金融部門中參與對金融風(fēng)險管理的分析。 在過去十年中,銀行業(yè)經(jīng)歷了一場慘痛的損失。本文概述了本次調(diào)查的結(jié)果 ,并報告了該行業(yè)風(fēng)險管理技術(shù)的狀況。s management to require that employees be held accountable is the third. In each case, the goal is to rid the firm of risks that are not essential to the financial service provided, or to absorb only an optimal quantity of a particular kind of risk. There are also some risks that can be eliminated, or at least substantially reduced through the technique of risk transfer. Markets exist for many of the risks borne by the banking firm. Interest rate risk can be transferred by interest rate products such as swaps or other derivatives. Borrowing terms can be altered to effect a change in their duration. Finally, the bank can buy or sell financial claims to diversify or concentrate the risks that result from servicing its client base. To the extent that the financial risks of the assets created by the firm are understood by the market, these assets can be sold at their fair value. Unless the institution has a parative advantage in managing the attendant risk and/or a desire for the embedded risk which they contain, there is no reason for the bank to absorb such risks, rather than transfer them. However, there are two classes of assets or activities where the risk inherent in the activity must and should be absorbed at the bank level. In these cases, good reasons exist for using firm resources to manage bank level risk. The first of these includes financial assets or activities where the nature of the embedded risk may be plex and difficult to municate to third parties. This is the case when the bank holds plex and proprietary assets that have thin, if not nonexistent, secondary markets. Communication in such cases may be more difficult or expensive than hedging the underlying risk. Moreover, revealing information about the customer may give petitors an undue advantage. The second case includes proprietary positions that are accepted because of their risks, and their expected return. Here, risk positions that are central to the bank39。s array of services. Elsewhere Oldfield and Santomero, 1997 it has been argued that risks facing all financial institutions can be segmented into three separable types, from a management perspective. These are: 1. risks that can be eliminated or avoided by simple business practices。 4 the packaging, securitizing, distributing, and servicing of loans in the areas of consumer and real estate debt primarily. These items are absent from the traditional financial statement because the latter rely on generally accepted accounting procedures rather than a true economic balance she