BANKING CRISIS IN INDIA
Over the past couple of months, the news coverage is mainly of the frauds happening in the Indian banking sector. Be it the Punjab National Bank approx. Rs. 12,000 crores loan fraud or the ICICI –Videocon scam or the Rotomac fraud where seven consortium banks were cheated of Rs. 3700 crores. Altogether in the financial year 2017-2018, a total loss of Rs 25,775 crores has been incurred by 21 Public sector banks due to different fraud cases. These frauds /scams that have been taking place in the banks has shaken the foundation of the banking sector. The reason for these frequent crises can be attributed to the fact that there were glitches in the operational aspect of the bank. The system was not robust enough to identify any wrongdoing in the initial phase itself, had the system been thorough then the concerned authority could have ascertained the malpractices before it went out of control. The internal controls of the banks were faulty, and there have been violations on the part of the management, auditors and certain bank employees as well, who failed to recognize the fraud in the making. All the reasons stated above are all the technical aspects of why the fraud happened, but there is another aspect which has been overlooked, i.e., the role of the leader in these fiascos. Whatever breach of the rules occurred in the bank the superior authority of the bank had to know about it. Then why did they let these happen and allowed it to become so huge that it shook the foundation of the industry? This crisis has opened a virtual Pandora’s Box of the various behavioral aspects which are equally responsible for these situations. Manipulation or distortion of facts, withholding and hoarding information, covering up of mistakes are some of the behaviors which can be seen in a low-trust organization. Read more on EDIT. Read the full article