The organization of a native bank different from that of a modern Dank. AM modern banks are, as 8 rule, organized according to' the commercial law of the country on 1 joint stock plan as limited companies. On the contrary, all native banks in China are private companies organized more or less altair by a small group of by people as partners, who as-full liability for all engage-Tents entered into by the bank. Their liability is not limited te the amount of capital subscribed. This unique feature on the part of the owners accounts for the success of native banks in gaining the corfidence of the public. The strengtin of a modern bank is its capital and reserves, but that of a native bank is the standing and wealth of its! parriers, whose total resources may. even exceed their capital by hundredfold.
The office organization of an: tive bank is similar to other Chinese business organization throughout the country. There is a manager and, in ease of larger banks, there may be one or two assistant managers, It i& not unusual that the manager is a partner of his bank.
is regarded as a good policy asmuch as he takes. full respon: bility for the conduct of all affairs entrusted to him by the owners, eho very seldom interfere with the execution of business. There are his colleagues. A native bank usually employs a small staff of ten to 20 employees, each is assigned with a duty to perform. They are
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