工商银行J分行营业部客户经理队伍管理优化研究

发布时间：2018-05-21 15:17

本文选题：客户经理 + 优化方案　；参考：《吉林大学》2017年硕士论文

【摘要】：随着中国加入世贸组织,深化经济体制改革与金融体制改革,加快金融市场对外开放步伐,外国资本逐渐涌入中国金融市场。商业银行要想在经营管理、市场竞争力实现“拐弯点”变化,归根结底要依靠改革创新,依靠体制机制和客户经理队伍、管理人员队伍建设的“化学式”变化。要以市场化为导向,以市场资源配置为指导方向,促进改革重要性和紧迫性思的统一,重视直接影响银行经营发展的重点。本文以J分行营业部为主要研究对象,在对该银行客户经理队伍管理现状和客户经理现有问题分析,找出共性的矛盾,仔细分解剖析。在此基础上,结合J分行营业部的经营战略发展目标和经营发展理念,对客户经理队伍管理进行优化。希望在实施优化方案后,改变目前的经营现状,使优化方案成为指导客户经理队伍建设的“指明灯”和“试金石”。方案设计遵循可执行力强、经营战略统一、公正合理、适度激励和统筹兼顾等原则。为精准高效的优化客户经理队伍管理方案,确定了如下操作步骤。第一,对J分行营业部的基本发展情况及客户经理岗位进行分析;第二,对客户经理目前存在的问题进行分解;第三,阐述客户经理队伍优化管理方案的目的和可操作性;第四,针对客户经理队伍存在的问题进行逐一优化,优化人员晋升通道、优化绩效考核指标、优化教育培训方案、优化风险管理方案。第五,通过搭建企业文化感染客户经理,将“以人为本”的服务宗旨传承接续上。在对客户经理岗位职责分析和对J分行营业部发展战略的有效分析基础上,分条线对客户经理的绩效考核指标体系进行优化。通过绩效考核积分制,教育培训制度、风险管理制度,将考核结果应用于建立客户经理晋升通道等方面,使客户经理队伍人员流动起来,打破传统客户经理考核的局限性,发挥其能动性。为保证客户经理管理优化方案的顺利实施,通过优化管理机制,明确职责分工,梳理管理流程,优化客户经理晋升通道,调整绩效考核指标,规范教育培训方案,控制风险管理,完善其管理中存在的一系列矛盾点。通过优化良好的管理体系,激发J分行营业部对以往陈旧的管理理念,自上而下推进客户经理队伍的发展,为J分行营业部的经营战略转型目标提供有效保障。
[Abstract]:With China's accession to the WTO, deepening the reform of the economic system and financial system, speeding up the pace of opening up of the financial market, foreign capital gradually poured into the Chinese financial market. In order to realize the "turning point" change in management and market competitiveness, commercial banks must, in the final analysis, rely on reform and innovation, on the "chemical formula" of system, mechanism, customer manager and management team construction. We should take the market-oriented orientation and the market resource allocation as the guiding direction, promote the unity of the importance and urgency of reform, and attach importance to the key points that directly affect the development of bank management. This article takes J branch business department as the main research object, in this bank customer manager team management present situation and the account manager present question analysis, finds out the common contradiction, decomposes the analysis carefully. On this basis, the management of account manager team is optimized by combining the business strategy development goal and business development concept of J branch. It is hoped that after the implementation of the optimization scheme, the present operating situation will be changed, so that the optimization scheme will become the "light" and "touchstone" to guide the construction of the client manager team. The design follows the principles of strong executive power, unified management strategy, fair and reasonable, moderate incentive and overall consideration. In order to accurately and efficiently optimize the management scheme of customer manager team, the following operation steps are determined. First, analyze the basic development of J branch business department and the position of customer manager; second, decompose the existing problems of customer manager; third, explain the purpose and maneuverability of optimizing management plan of customer manager team; Fourth, aiming at the problems existing in the customer manager team, we should optimize the personnel promotion channel, optimize the performance appraisal index, optimize the education and training scheme, and optimize the risk management scheme. Fifthly, infects the customer manager by building the enterprise culture, inherits the service tenet of "people-oriented". On the basis of the analysis of the responsibility of the customer manager and the effective analysis of the development strategy of the sales department of the J branch, the performance evaluation index system of the customer manager is optimized by dividing lines. Through the performance appraisal system, the education training system, the risk management system, the appraisal result is applied to establish the account manager promotion channel and so on, causes the customer manager troop personnel to flow, breaks the traditional customer manager appraisal limitation, Give play to its initiative. In order to ensure the smooth implementation of the management optimization scheme of the customer manager, through optimizing the management mechanism, clarifying the division of duties, combing the management process, optimizing the promotion channel of the account manager, adjusting the performance appraisal index, standardizing the education and training program, Control risk management, improve its management of a series of contradictions. Through optimizing the good management system, stimulating J branch business department to the old management idea, pushing forward the development of account manager team from top to bottom, providing effective guarantee for J branch business department's management strategy transformation goal.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.2

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