TL银行上海分行企业文化变革研究

发布时间：2018-06-07 11:42

本文选题：企业文化 + 测量　；参考：《上海交通大学》2013年硕士论文

【摘要】：TL银行是一家典型的跨区发展的城商行,定位小、微型企业金融服务,具有独特的业务发展模式和风险控制机制。TL银行上海分行成立近3年来,完成了模式复制并开始了网点快速扩张。随着组织和人员的快速膨胀,分行出现业务管理短视、各级人员能力匹配不足、政策变动及考核机制引发员工不满等问题,直接导致贷款业务增长乏力,危及盈利能力。追根究源,该行问题集中于组织文化跨区发展后的冲突融合,及创业成长期文化模式未及时调整上,通过对组织文化进行分析和针对性变革,可以从根源上解决该行面临的阶段性困局。论文第一章介绍了TL银行上海分行的现状和存在的问题,第二章介绍了企业文化的相关概念、类型及其测量,然后介绍了优秀企业文化的特征以及企业文化与企业发展阶段的匹配等等;第三章介绍了企业文化的测量,并选择Chatman的OCP量表对TL银行上海分行的企业文化进行了测量,结果表明分行人性化管理缺失导致员工忠诚度降低,奖罚不分明使得员工积极性被抑制,跨区域发展后地缘优势缺失亟待作本地化调整,而这些调整努力又面临着创新文化的不配套问题;第四章根据测量结果分析了企业文化现状和理想企业文化之间的差距,分析了差距产生的原因,针对性地提出了TL银行上海分行企业文化变革的实施建议。论文最后对本文进行了总结,对存在的问题进行了归纳,并对后续研究做了展望。
[Abstract]:TL Bank is a typical cross-regional development of the city business bank, positioning small, micro-enterprise financial services, with a unique business development model and risk control mechanism. TL Bank Shanghai Branch has been established for nearly 3 years. Completed the pattern replication and began the rapid expansion of the network. With the rapid expansion of the organization and personnel, the branches appear short-sighted business management, inadequate matching of personnel at all levels, policy changes and assessment mechanism caused by employee dissatisfaction, which directly leads to the lack of growth of loan business and endangers profitability. In order to find the root of the problem, the bank focuses on the conflict and integration after the cross-district development of organizational culture, and on the failure to adjust the cultural model in the period of entrepreneurship and growth, and through the analysis and targeted transformation of organizational culture. Can solve the stage predicament that the bank faces from the root. The first chapter introduces the current situation and existing problems of TL Bank Shanghai Branch, the second chapter introduces the related concepts, types and measurement of corporate culture. Then it introduces the characteristics of excellent corporate culture and the matching between corporate culture and enterprise development stage. Chapter three introduces the measurement of corporate culture, and chooses Chatman's OCP scale to measure the corporate culture of TL Bank Shanghai Branch. The results show that the lack of humanized management of branches leads to the decrease of employee loyalty, the lack of rewards and penalties makes the enthusiasm of employees suppressed, and the lack of geographical advantage after cross-regional development urgently needs to be localized adjusted. The fourth chapter analyzes the gap between the enterprise culture and the ideal enterprise culture according to the measurement results, and analyzes the reasons for the gap. This paper puts forward the suggestions of enterprise culture reform of TL Bank Shanghai Branch. At the end of the paper, the paper summarizes the existing problems, and the future research is prospected.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F270

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