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- W2488851710 abstract "It is inevitable that within the very large organizations there is an element of duplication of functions, processes, and roles within the operations area. This is particularly the case where the vertical product line structures are present. As the clearing and settlement process in the industry changes, multifunctional operations teams replace the vertical product-orientated structure. The rationalization created by straight-through-processing (STP) is also removing the direct product/support structure. The use of a so-called “middle office” occurs as firms realize the importance of ensuring adequate support to the dealers and traders but also the need to adequately segregate critical tasks such as profit/loss calculation and asset valuations. At high level there are the main links between the functions and departments within those functions. The relationships between these areas are on a basis of constant, frequent, periodic, and specific. Constant relationships exist between the directly related functions such as trading and trade capture, settlement, and treasury. Frequent relationships exist between areas such as corporate actions and the front office/clients while periodic relationships exist between operations and audit. Specific relationships occur between corporate finance and different parts of the business or with the client for a single purpose such as a structured product, special vehicle, or take-over/merger situation." @default.
- W2488851710 created "2016-08-23" @default.
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- W2488851710 date "2002-01-01" @default.
- W2488851710 modified "2023-09-26" @default.
- W2488851710 title "Operations relationships in the organization" @default.
- W2488851710 doi "https://doi.org/10.1016/b978-075065488-3.50002-3" @default.
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