S分行公司金融事业部改革与流程再造研究
发布时间：2018-10-08 15:48
【摘要】：近年来,我国商业银行在股份制改革方面取得重要进展的基础上,如何进一步深化自身体制和机制改革,成为摆在各商业银行经营与决策者面前的重要课题。处于体制改革转折时期的商业银行,在打破原有计划体制管理模式的同时,都在积极探索新的管理模式。对于现有的总分支行管理模式进行改革,创建有利于变革和激励的分权模式已成为商业银行改革与流程再造的当务之急。在此背景下,商业银行纷纷借鉴国外大型银行经验,开始进行组织模式事业部改革与流程再造的探索和试点。 作为现代商业银行管理的一种组织模式,事业部改革与流程再造特点鲜明。首先,事业部改革是银行对经营权集中化进行分权化的组织模式,在这种模式下,银行将原有分散在各职能部门的业务产品的研发、生产、营销等职能和相应的决策管理权集中到事业部,由事业部实行集约化经营、独立化运作,并对业务产品的全部经营管理活动和盈利情况负责；其次,事业部制虽在总行层面是一种分权化管理模式,但事业部内部却高度集权,事业部总裁对本部门的业务经营管理负最终责任；最后,事业部制虽然具有相对独立的经营管理权限,但其独立性不同于具有独立法人资格的子公司 本文在对国内外商业银行改革与流程再造相关研究分析的基础上,以S分行公司金融事业部为研究对象。分析S分行公司金融事业部的基本情况、S分行公司金融现有的组织架构与业务流程管理特点、改革与流程再造的意义。同时根据S分行公司金融事业部改革情况,制定整体目标、矩阵式管理框架、业务流程与风险控制机制、改革的路径选择。根据流程再造的必要性分析及整体设计思路,制定了S分行公司金融组织体系流程、公司金融总部及职能部门流程、公司金融人员序列管理流程、公司金融客户营销管理流程、公司金融业务营销管理流程。 本文的创新之处在于全面分析S分行公司金融事业部改革与流程再造的整体情况,结合当前国内商业银行体制改革情况指导S分行公司金融事业部开展改革与流程再造,这对商业银行事业部改革与流程再造提供了实用的参考价值,具有十分重要的现实意义和指导意义。
[Abstract]:In recent years, on the basis of the important progress made by our commercial banks in the reform of shareholding system, how to further deepen the reform of their own system and mechanism has become an important subject in front of the management and decision makers of commercial banks. Commercial banks in the transitional period of system reform are actively exploring the new management model while breaking the original management mode of the planning system. To reform the existing general branch management mode and to create a decentralized model conducive to change and incentive has become the urgent task of commercial bank reform and process reengineering. In this context, commercial banks have to learn from the experience of foreign large banks, began to explore and pilot organizational model reform and process reengineering. As an organization mode of modern commercial bank management, the reform of business department and process reengineering have distinct characteristics. First of all, the reform of the Division of Business is an organizational model for banks to decentralize the centralization of management rights. Under this mode, banks will develop and produce the business products originally scattered in various functional departments. The functions such as marketing and the corresponding decision-making and management power are concentrated in the business division, which carries out intensive operation and independent operation, and is responsible for all the business management activities and profits of the business products. Although the department system is a decentralized management mode at the head office level, but the power within the division is highly centralized, the president of the division is ultimately responsible for the business operation and management of the department. Although the institution system has relatively independent operation and management authority, its independence is different from that of the subsidiary company with independent legal personality on the basis of the research and analysis of domestic and foreign commercial bank reform and process reengineering. Take S branch company finance division as the research object. This paper analyzes the basic situation of the financial department of S branch company and the characteristics of the existing organization structure and business process management of S branch company finance, and the significance of reform and process reengineering. At the same time, according to the reform of the financial department of S Branch, the overall goal, matrix management framework, business process and risk control mechanism, and the path choice of the reform are formulated. According to the necessity analysis and the overall design idea of process reengineering, the process of S branch company's financial organization system, corporate financial headquarters and functional department process, company financial personnel sequence management process, company financial customer marketing management process, The company financial business marketing management process. The innovation of this paper lies in the comprehensive analysis of the overall situation of the reform and process reengineering of the financial division of S branch company, and the guidance of the reform and process reengineering of the financial business department of the S branch company according to the current situation of the reform of the domestic commercial bank system. It provides practical reference value for business reform and process reengineering of commercial bank, and has very important practical significance and guiding significance.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33
本文编号：2257340
[Abstract]:In recent years, on the basis of the important progress made by our commercial banks in the reform of shareholding system, how to further deepen the reform of their own system and mechanism has become an important subject in front of the management and decision makers of commercial banks. Commercial banks in the transitional period of system reform are actively exploring the new management model while breaking the original management mode of the planning system. To reform the existing general branch management mode and to create a decentralized model conducive to change and incentive has become the urgent task of commercial bank reform and process reengineering. In this context, commercial banks have to learn from the experience of foreign large banks, began to explore and pilot organizational model reform and process reengineering. As an organization mode of modern commercial bank management, the reform of business department and process reengineering have distinct characteristics. First of all, the reform of the Division of Business is an organizational model for banks to decentralize the centralization of management rights. Under this mode, banks will develop and produce the business products originally scattered in various functional departments. The functions such as marketing and the corresponding decision-making and management power are concentrated in the business division, which carries out intensive operation and independent operation, and is responsible for all the business management activities and profits of the business products. Although the department system is a decentralized management mode at the head office level, but the power within the division is highly centralized, the president of the division is ultimately responsible for the business operation and management of the department. Although the institution system has relatively independent operation and management authority, its independence is different from that of the subsidiary company with independent legal personality on the basis of the research and analysis of domestic and foreign commercial bank reform and process reengineering. Take S branch company finance division as the research object. This paper analyzes the basic situation of the financial department of S branch company and the characteristics of the existing organization structure and business process management of S branch company finance, and the significance of reform and process reengineering. At the same time, according to the reform of the financial department of S Branch, the overall goal, matrix management framework, business process and risk control mechanism, and the path choice of the reform are formulated. According to the necessity analysis and the overall design idea of process reengineering, the process of S branch company's financial organization system, corporate financial headquarters and functional department process, company financial personnel sequence management process, company financial customer marketing management process, The company financial business marketing management process. The innovation of this paper lies in the comprehensive analysis of the overall situation of the reform and process reengineering of the financial division of S branch company, and the guidance of the reform and process reengineering of the financial business department of the S branch company according to the current situation of the reform of the domestic commercial bank system. It provides practical reference value for business reform and process reengineering of commercial bank, and has very important practical significance and guiding significance.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33
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