遵义市商业银行实施流程银行改革研究

发布时间：2018-05-29 16:27

本文选题：中小银行 + 流程银行　；参考：《西南财经大学》2013年硕士论文

【摘要】：自从90年代以来,我国银行业不断深化经营体制改革,整体实力得到了快速发展,但是由于居民投资渠道多样化、利率市场化的不断推进等这些金融系统的自身演变使得我国银行业面临着巨大的挑战。另一方面,随着国有商业银行相继完成改制、上市,以及外资银行经营范围扩大,使得我国以城市商业银行为主体的中小银行面临更加严峻、更深层次的市场竞争环境。由于外部市场环境的深刻变化以及银行同业的激烈竞争,使得正处于战略转型期的中小银行纷纷探索自身生存和发展的潜在方向与可能空间。从欧美同业的实践来看,提升银行自身的综合绩效和市场竞争力的一个有效措施是进行银行流程再造。而且,从2005年开始,我国银监会也陆续出台了一系列关于流程银行建设的监管指引。因此,无论从适应来自客户需求和同业竞争的全新挑战,还是满足监管的要求出发,中小银行必须在业务流程、组织管理、运行机制等进行重新优化和设计的基础上,增强客户满意程度和提升自身经营效率,以进行既能较好地控制金融风险又能适应愈加激烈的金融大环境的流程银行建设。然后,我们需要介绍流程银行的概念起源于20世纪90年代在欧美开始的企业流程再造理论。1990年,美国麻省理工学院教授Michael Hammer首次提出流程再造的概念,此后企业流程再造理论开始逐渐兴起。在企业再造理论兴起之后,其在商业银行领域的具体实践与广泛研究使得银行再造理论逐步形成,从此流程银行的观念开始传播。1992年,George Bollenbacher首次提出金融流程再造的概念,阐述了银行再造的内涵,开始了银行再造的研究。根据我们获得并了解到的理论研究,我们可以这样理解“流程银行”的概念：通过重新优化改造银行的业务流程、组织流程、管理流程以及文化理念,由此形成的以流程为核心的全新的银行经营管理模式。此外,我们可以对流程银行的主要特征做出如下的简要归纳：(1)客户导向；(2)机构扁平化；(3)业务条线垂直化运作管理模式；(4)前中后台相互分离、相互制约；(5)中后台运营管理集中化。随后,本文对国内外商业银行流程银行建设的探索和实践进行分析。20世纪80年代中后期开始,国外商业银行纷纷进行流程银行建设,建立起以事业部为主流的组织管理架构。基本上确立了以业务流程规范化、组织结构扁平化、管理职能集中化、业务分工专业化为主要特征的,以客户为中心、以效益为目标的银行业务管理架构体系。如前文所述,面对金融环境的变化以及激烈的行业竞争,作为一家城市商业银行,遵义市商业银行在经营发展、绩效提升等方面遭遇瓶颈。而流程银行建设对于遵义市商业银行克服诸多问题是必要的：(1)流程银行建设有利于提升自身核心竞争力；(2)流程银行有利于深化银行体制机制改革；(3)流程银行建设有利于提升自身的管理水平；(4)流程银行建设是适应外部监管的需要。而对于遵义市商业银行自身在实施流程银行建设时面临的阻力与制约因素,遵义市商业银行可以采取以下可行的对策：(1)转变经营观念,培植以客户为中心的企业文化理念；(2)长远设计与谨慎推进相结合；(3)培养能胜任流程银行运作管理的人才队伍。为了通过流程银行建设提升经营效率和获取核心竞争力,遵义市商业银行流程银行建设遵循如下框架：(1)战略导向；(2)重新构造组织架构；(3)设计管理流程和支持保障流程；(5)以流程优化为基础构造组织架构；(4)以强大的信息技术的作为基础支撑；(6)培育良好的企业文化。在原则方面,遵义市商业银行建设流程银行主要坚持以下几项：(1)以客户为中心的目标原则；(2)部门结构服从业务流程的原则；(3)业务垂直化管理为主、横向经营为辅的原则；(4)应用先进信息技术的原则；(5)“根本性”再造与连续性改进相结合的原则；(6)自上而下与自下而上相结合原则。流程银行建设是一项非常复杂的变革工作,应当在根本性再造和渐进性改进的原则指导下进行。遵义市商业银行流程银行建设实施路径包括：(1)首先,以业务流程优化设计为建设流程银行的切入点和核心；(2)在流程优化基础上,构建业务垂直管理的经营模式和扁平化的组织结构；(3)以强有力的信息技术作为流程银行建设的支持保障。最后,我们在10个方面对遵义市商业银行流程银行建设具体方案进行了详细介绍。我们得到的结论是,中小银行可以在结合自身发展现状、战略需求,因地制宜地进行流程银行建设,以提高自身的综合竞争力。
[Abstract]:Since the 1990 ' s , China ' s banking industry has been deepening the reform of the management system , and the overall strength has been rapidly developed . However , because of the diversification of the investment channels of the residents and the continuous improvement of interest rate liberalization , our banking industry faces enormous challenges . On the other hand , as the state - owned commercial banks have completed the reform , listing , and the expansion of the operating scope of foreign banks , our country faces a more severe and deeper market competition environment for small and medium - sized banks with the main body of urban commercial banks .

Because of the profound changes of the external market environment and the fierce competition of the bank ' s interbank market , the small and medium banks that are in the transition period are exploring the potential direction and possible space of their own survival and development . From the practice of the European and American counterparts , it is an effective measure to improve the comprehensive performance and market competitiveness of the banks .

Moreover , since 2005 , China Banking Regulatory Commission has also issued a series of regulatory guidelines on the construction of process banks .

Therefore , whether from the new challenge of adapting to the customer ' s needs and the competition of the same industry or meeting the requirements of the regulation , the primary and secondary banks must optimize and design the business process , organization management , operation mechanism , etc . , enhance the customer satisfaction degree and improve their own management efficiency , so as to carry out the construction of the process banks which can better control the financial risks and adapt to the increasingly fierce financial environment .

Then , we need to introduce the concept of process banks , which originated from the theory of BPR in Europe and America in the 1990s . In 1990 , Michael Hammer , a professor of technology at Massachusetts Institute of Technology , proposed the concept of process reengineering for the first time , and then the theory of enterprise process reengineering began to rise gradually .

In 1992 , George Bollenbacher first put forward the concept of financial process reengineering , elaborated the connotation of bank reengineering , and started the research of bank reengineering .

According to the theoretical research we obtain and understand , we can understand the concept of " process bank " : by re - optimizing the banking business process , organization process , management process and culture idea , the new management mode of bank operation based on the process is formed .

In addition , we can summarize the main characteristics of the process bank as follows : ( 1 ) customer guidance ;
( 2 ) flattening of the mechanism ;
( 3 ) the operation management mode of the vertical operation of the business strip line ;
( 4 ) the front and middle scenes are separated from each other and are mutually restricted ;
( 5 ) Central background operation management is centralized .

In the middle and late 1980s , foreign commercial banks began to construct the process banks and establish the organizational management structure with the division as the main stream .

As mentioned above , in the face of the change of the financial environment and the fierce competition of the industry , as a commercial bank of the city , the city commercial bank is confronted with the bottleneck in the aspects of business development and performance improvement .
( 2 ) Process banks are conducive to deepening the reform of banking system mechanism ;
( 3 ) The construction of the process bank is beneficial to the promotion of its own management level ;
( 4 ) The construction of process banks is the need to adapt to external supervision .

In order to comply with the obstacles and constraints faced by the commercial banks themselves in the construction of the process banks , the following feasible countermeasures can be taken by the commercial banks in compliance with the following measures : ( 1 ) changing the operating concept and cultivating the corporate culture idea centered on the customer ;
( 2 ) the combination of long - term design and careful propulsion ;
( 3 ) To develop a talent team competent for the operation and management of the process banks .

In order to improve the operating efficiency and acquire the core competence through the construction of the process bank , the following framework is followed : ( 1 ) strategic guidance ;
( 2 ) re - constructing the organizational structure ;
( 3 ) Design management process and support guarantee process ;
( 5 ) constructing the organizational structure based on the process optimization ;
( 4 ) Based on the strong information technology as the foundation support ;
( 6 ) To cultivate a good corporate culture .

In the aspect of the principle , the CCB mainly insists on the following : ( 1 ) the customer - centered principle ;
( 2 ) The department structure is subject to the principle of business process ;
( 3 ) the principle of business vertical management as the main and cross - operation ;
( 4 ) Applying the principle of advanced information technology ;
( 5 ) The combination of " fundamental " reconstruction and continuity improvement ;
( 6 ) Top - down and bottom - up principle .

The construction of process bank is a very complex change . It should be carried out under the guidance of fundamental reconstruction and gradual improvement .
( 2 ) building the business model and the flattening organization structure of the business vertical management on the basis of the process optimization ;
( 3 ) With strong information technology as the support for the construction of the process bank .

in that end , we introduce the specific scheme of the construction of the flow bank of the commercial bank in compliance with ten aspects .

The conclusion is that small and medium - sized banks can carry out the construction of process banks in combination with their own development status and strategic demand , so as to improve their competitiveness .
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

【相似文献】