COMPETECY OF BANK MANAGERS IN THE LIGHT OF THE DIGITAL TRANSFORMATION OF BANKING OPERATIONS.

Taking into account today's mobility of managers in banking and financial industry, the challenges of the digital transformation of financial institutions' operating, modern effective development of bank managers cannot force them, for all good intentions, to accept the goals of the Bank, much less can such development manipulate their behaviourso as to adjust it to organizational needs. Effective development of bank managers, today, actually entails encouraging establishment of relations in which an individual manager can take responsibility for the development of then-own potential, to draw up their own development plans and to learn lessons from the implementation of these plans into action. Nowadays, banking managers are required to exceed the limits of their job description, they need to know more, have to think more and take more responsibility for the results. These are the key postulates of human capital in a contemporary commercial bank. Actually it is a contemporary transition from hardline Taylorism to the behavioural approach which is made to relocate the focus from job description onto the skills and individual potential. Competence becomes a source of competitive advantage for the individual and for the bank, whereas competence development becomes a comprehensive, purposeful and lifelong motto of modern corporate life of a manager in the banking industry. This paper will focus on the analysis of preconditions for the development of competencies of middle managers in the banking industry in Serbia, in light of the issues and corporate environment where the development occurs and the increasing challenges of the digital transformation of operating that questions the need for traditional management of a team creating results in direct contact with clients. [ABSTRACT FROM AUTHOR]