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MBA硕士论文_商业银行运营集中作业模式研究DOC

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文本描述
摘要
当前,随着世界经济迅速趋向一体化发展,中国金融市场竞争日趋激烈和
成熟,运营模式改革的推动已成为增强银行核心竞争力的客观需求。在较长的
一段时间里,我国商业银行实行的都是分散的运营作业模式,这种运营模式已
越来越不适应现代银行业的发展,其局限性也越来越明显。近几年来,我国商
业银行纷纷借鉴国外先进的做法,本着“以客户为中心”的服务理念,进行运
营流程的改造,其中采用运营集中作业模式是大部分商业银行的不二选择

文章通过采用文献研究法,比较分析法,定性分析和定量分析相结合的办
法,选取 S 银行宁波分行为数据样本,研究运营集中作业模式的必要性及运营
中存在的问题。研究结果表明,运营集中作业模式在提升业务处理效率及质
量、有效控制风险和节约成本方面比较分散运营模式成效显著。但同时运营集
中作业模式运行并不完美,也会产生新问题,如后台系统响应不及时,引发新
型的操作风险,后台人员配置不合理以及后台流程不灵活等。针对以上问题,
论文提出需要通过加强信息系统维护、优化劳动组合,提高运营风险管制,优
化运营流程等建议

本文希望通过对商业银行运营集中作业模式的研究,对目前 S 银行宁波分
行运营管理工作提出一些切合实际的意见和建议,对其他拟实行运营集中作业
模式的国内商业银行提供一些参考意见

关键词:商业银行, 运营管理, 运营集中, 作业模式II
Study on the operation mode of commercial bank
–With S bank Ningbo branch as an example
Abstract
At present, with the rapid development of the world economy, China&39;s financial market
competition is becoming increasingly fierce and mature, and the operation mode reform has
become an objective demand to enhance the core competitiveness of the bank. In a long period of
time, China&39;s commercial banks are decentralized operation of the operation mode, this operation
mode has become increasingly not adapt to the development of modern banking, its limitations are
also more and more apparent. In recent years, China&39;s commercial banks have to learn from foreign
advanced practice, the spirit of customer-centric service concept, reforming operation process,
the operation of centralized operation mode is the choice of most commercial banks.
Through using the method of literature research, comparative analysis, qualitative analysis
and quantitative analysis method, select the S Bank Ningbo branch data sample, the necessity of
centralized operation and operation mode and operation problems. The research results show that
the operation mode of centralized operation has a significant effect on improving the efficiency and
quality of the business process, and the effective control of risk and cost savings. But at the same
time the operation mode is not perfect, it will produce a new problem: such as the background
system response is not timely, triggered a new type of operational risk, the background staff is
unreasonable and the background process is not flexible, etc.. In view of the above problems, the
paper puts forward some suggestions to strengthen the information system maintenance, optimize
the labor portfolio, improve operational risk control, optimize the business process, and so on.
This paper aims to focus on commercial bank operation mode of operation, to put forward
some practical advice and suggestions at S Bank Ningbo branch operations management, on the
other to the implementation of centralized operation and operation mode of the domestic
commercial banks to provide some suggestions.
Key Words:commercial bank , operation management, operation concentration,
operation modeIII
目 录
1 绪论........ 1
1.1 选题的背景和意义........ 1
1.1.1 选题的背景.......... 1
1.1.2 选题的意义.......... 2
1.2 国内外相关研究 2
1.2.1 国外相关研究...... 2
1.2.2 国内相关研究...... 4
1.3 研究方法及创新点........ 5
2 商业银行运营集中作业模式相关理论 ......... 5
2.1 银行运营概念界定........ 5
2.2 商业银行运营管理理论 7
2.3 商业银行流程再造理论 7
2.4 商业银行运营模式概念界定及表现形式 ...... 8
2.4.1 商业银行运营模式概念界定..... 8
2.4.2 商业银行运营模式的表现形式 .......... 10
3 我国商业银行运营集中作业现状及表现 ... 11
3.1 我国商业银行运营管理改革历程及现状 .... 11
3.2 分散运营模式和集中运营模式的比较分析11
3.3 我国商业银行运营集中作业模式的效用 .... 13
4 运营集中作业模式在S 银行宁波分行的实践....... 14
4.1 S 银行宁波分行的概况........... 14
4.2 S 银行宁波分行运营集中作业模式实施的背景..... 15
4.3 S 银行宁波分行运营集中作业模式实施的目标..... 17
4.4 S 银行宁波分行运营集中作业模式的实施 . 18
4.4.1 S 银行运营集中作业模式........ 18
4.4.2 业务集中系统流程 ....... 20IV
4.4.3 运营集中作业模式实践表现... 21
4.4.3.1 业务量情况......... 21
4.4.3.2 系统处理效率..... 22
4.4.3.3 差错率 ..... 24
4.4.3.4 人员情况 . 24
5 S 银行宁波分行实施运营集中作业模式存在的主要问题........... 26
5.1 系统局限........... 26
5.2 新型风险........... 26
5.3 人员配置........... 27
5.4 流程灵活度 ...... 27
6 对 S 银
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