【摘要】：近年來(lái),我國(guó)商業(yè)銀行在股份制改革方面取得重要進(jìn)展的基礎(chǔ)上,如何進(jìn)一步深化自身體制和機(jī)制改革,成為擺在各商業(yè)銀行經(jīng)營(yíng)與決策者面前的重要課題。處于體制改革轉(zhuǎn)折時(shí)期的商業(yè)銀行,在打破原有計(jì)劃體制管理模式的同時(shí),都在積極探索新的管理模式。對(duì)于現(xiàn)有的總分支行管理模式進(jìn)行改革,創(chuàng)建有利于變革和激勵(lì)的分權(quán)模式已成為商業(yè)銀行改革與流程再造的當(dāng)務(wù)之急。在此背景下,商業(yè)銀行紛紛借鑒國(guó)外大型銀行經(jīng)驗(yàn),開(kāi)始進(jìn)行組織模式事業(yè)部改革與流程再造的探索和試點(diǎn)。 作為現(xiàn)代商業(yè)銀行管理的一種組織模式,事業(yè)部改革與流程再造特點(diǎn)鮮明。首先,事業(yè)部改革是銀行對(duì)經(jīng)營(yíng)權(quán)集中化進(jìn)行分權(quán)化的組織模式,在這種模式下,銀行將原有分散在各職能部門(mén)的業(yè)務(wù)產(chǎn)品的研發(fā)、生產(chǎn)、營(yíng)銷(xiāo)等職能和相應(yīng)的決策管理權(quán)集中到事業(yè)部,由事業(yè)部實(shí)行集約化經(jīng)營(yíng)、獨(dú)立化運(yùn)作,并對(duì)業(yè)務(wù)產(chǎn)品的全部經(jīng)營(yíng)管理活動(dòng)和盈利情況負(fù)責(zé)；其次,事業(yè)部制雖在總行層面是一種分權(quán)化管理模式,但事業(yè)部?jī)?nèi)部卻高度集權(quán),事業(yè)部總裁對(duì)本部門(mén)的業(yè)務(wù)經(jīng)營(yíng)管理負(fù)最終責(zé)任；最后,事業(yè)部制雖然具有相對(duì)獨(dú)立的經(jīng)營(yíng)管理權(quán)限,但其獨(dú)立性不同于具有獨(dú)立法人資格的子公司 本文在對(duì)國(guó)內(nèi)外商業(yè)銀行改革與流程再造相關(guān)研究分析的基礎(chǔ)上,以S分行公司金融事業(yè)部為研究對(duì)象。分析S分行公司金融事業(yè)部的基本情況、S分行公司金融現(xiàn)有的組織架構(gòu)與業(yè)務(wù)流程管理特點(diǎn)、改革與流程再造的意義。同時(shí)根據(jù)S分行公司金融事業(yè)部改革情況,制定整體目標(biāo)、矩陣式管理框架、業(yè)務(wù)流程與風(fēng)險(xiǎn)控制機(jī)制、改革的路徑選擇。根據(jù)流程再造的必要性分析及整體設(shè)計(jì)思路,制定了S分行公司金融組織體系流程、公司金融總部及職能部門(mén)流程、公司金融人員序列管理流程、公司金融客戶營(yíng)銷(xiāo)管理流程、公司金融業(yè)務(wù)營(yíng)銷(xiāo)管理流程。 本文的創(chuàng)新之處在于全面分析S分行公司金融事業(yè)部改革與流程再造的整體情況,結(jié)合當(dāng)前國(guó)內(nèi)商業(yè)銀行體制改革情況指導(dǎo)S分行公司金融事業(yè)部開(kāi)展改革與流程再造,這對(duì)商業(yè)銀行事業(yè)部改革與流程再造提供了實(shí)用的參考價(jià)值,具有十分重要的現(xiàn)實(shí)意義和指導(dǎo)意義。
[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.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F832.33

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