The Changing Lending Role of Managers in the Financial Services Sector

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Abstract
The research aimed to identify the form which technological and organizational change in the lending role of managers had taken and the rationale for such changes. The methodology was based on case studies of the managers′ lending role in a major building society and a major bank. Qualitative data were gathered through semi‐structured interviews with 36 managers at both branch and head office level. The manager was becoming an increasingly important resource as the business within the branches had expanded. Identifies the changes within four specific aspects of the manager′s lending role; “manager as line manager”, “manager as salesperson”, “manager as product expert” and “manager as decision maker”. In each aspect of the lending role, the rationale for change appeared to be a desire to use managerial time more effectively.

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