F商业银行财务共享服务中心运营管理研究

发布时间：2017-12-30 20:27

  本文关键词：F商业银行财务共享服务中心运营管理研究　出处：《云南大学》2016年硕士论文　论文类型：学位论文

  更多相关文章： F商业银行 财务共享服务中心 运营管理

【摘要】：随着信息技术的发展和经济全球化的深入,国内外大型集团公司在财务管理领域中推行财务共享服务,通过对财务部门职能分工、财务管理流程再造、信息技术与财务管理结合、建立财务共享服务中心,为企业提供高效的财务日常事务处理和专业化服务。财务共享服务中心的运营和管理主要包括文化和人员管理、绩效管理、内部控制和质量管理等内容。文化是一个组织的灵魂和持续发展的动力,人员管理是组织正常运作的保障；绩效管理是对组织运作整体表现的评价,关注绩效管理才能确保组织输出优质服务或产品、创造价值；加强内部控制和质量管理保障了输出服务或产品质量安全可靠。F商业银行的财务共享服务中心上线运行后,提高了业务处理效率、解放财务人员生产力,但仍然存在质量管理机制不健全、绩效考核体系缺失等问题。为完善财务共享服务中心运营管理机制、提升服务质量、防范财务风险,本文提出在质量管理中运用PDCA循环管理方法,搭建包括计划(P)、执行(D)、检查(C)、纠正(A)四个环节的循环的质量管理模式,用于持续改善共享服务中心的质量标准,有效防范财务内控风险。此外引入平衡计分卡对共享服务中心进行绩效考核,综合运用平衡计分卡中除财务指标外的三个维度,即客户、内部流程、学习和成长维度,建立绩效考核体系,发挥激励作用,促进财务共享服务中心绩效提升。
[Abstract]:With the development of information technology and the deepening of economic globalization, financial shared services in the implementation of financial management in the field of domestic and foreign large-scale group company, the Finance Department of the division of functions, financial management process reengineering, the combination of information technology and financial management, to establish financial shared service center, providing efficient financial daily transaction processing and professional services for the operation and management of enterprises. The Financial Shared Service Center mainly includes cultural and personnel management, performance management, internal control and quality management. A dynamic culture is the soul of the organization and the sustainable development of the organization, personnel management is the normal operation of the security; performance management is to evaluate the overall performance of the organization, focus on performance management in order to ensure that the organization output quality of services or products, create value; guarantee the output of products or services to enhance the quality of internal control and quality management On the safe and reliable operation of.F Commercial Bank Financial Shared Service Center, improve the efficiency of business processing, the financial staff productivity, but there are still some quality management mechanism is not perfect, the performance appraisal system. In order to improve the lack of Financial Shared Service Center operation and management mechanism, improve service quality, to prevent financial risks, this paper proposes the use of PDCA cycle management method in quality management, including building plan (P), executive (D), (C), check the correct (A) cycle model of quality management four aspects of the quality standard for continuous improvement of the shared service center, effective prevention of financial risk. In addition to the introduction of the Balanced Scorecard performance appraisal for sharing the service center, the integrated use of the Balanced Scorecard in the financial indicators of three dimensions, namely, customer, internal processes, learning and growth dimensions, and establish performance appraisal system, incentive effect, Promote the performance improvement of the Financial Sharing Service Center.

【学位授予单位】：云南大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F832.33
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本文编号：1356396