本文選題：中小銀行 + 流程銀行��； 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：自從90年代以來,我國銀行業(yè)不斷深化經(jīng)營體制改革,整體實(shí)力得到了快速發(fā)展,但是由于居民投資渠道多樣化、利率市場(chǎng)化的不斷推進(jìn)等這些金融系統(tǒng)的自身演變使得我國銀行業(yè)面臨著巨大的挑戰(zhàn)。另一方面,隨著國有商業(yè)銀行相繼完成改制、上市,以及外資銀行經(jīng)營范圍擴(kuò)大,使得我國以城市商業(yè)銀行為主體的中小銀行面臨更加嚴(yán)峻、更深層次的市場(chǎng)競(jìng)爭(zhēng)環(huán)境。 由于外部市場(chǎng)環(huán)境的深刻變化以及銀行同業(yè)的激烈競(jìng)爭(zhēng),使得正處于戰(zhàn)略轉(zhuǎn)型期的中小銀行紛紛探索自身生存和發(fā)展的潛在方向與可能空間。從歐美同業(yè)的實(shí)踐來看,提升銀行自身的綜合績效和市場(chǎng)競(jìng)爭(zhēng)力的一個(gè)有效措施是進(jìn)行銀行流程再造。 而且,從2005年開始,我國銀監(jiān)會(huì)也陸續(xù)出臺(tái)了一系列關(guān)于流程銀行建設(shè)的監(jiān)管指引。 因此,無論從適應(yīng)來自客戶需求和同業(yè)競(jìng)爭(zhēng)的全新挑戰(zhàn),還是滿足監(jiān)管的要求出發(fā),中小銀行必須在業(yè)務(wù)流程、組織管理、運(yùn)行機(jī)制等進(jìn)行重新優(yōu)化和設(shè)計(jì)的基礎(chǔ)上,增強(qiáng)客戶滿意程度和提升自身經(jīng)營效率,以進(jìn)行既能較好地控制金融風(fēng)險(xiǎn)又能適應(yīng)愈加激烈的金融大環(huán)境的流程銀行建設(shè)。 然后,我們需要介紹流程銀行的概念起源于20世紀(jì)90年代在歐美開始的企業(yè)流程再造理論。1990年,美國麻省理工學(xué)院教授Michael Hammer首次提出流程再造的概念,此后企業(yè)流程再造理論開始逐漸興起。 在企業(yè)再造理論興起之后,其在商業(yè)銀行領(lǐng)域的具體實(shí)踐與廣泛研究使得銀行再造理論逐步形成,從此流程銀行的觀念開始傳播。1992年,George Bollenbacher首次提出金融流程再造的概念,闡述了銀行再造的內(nèi)涵,開始了銀行再造的研究。 根據(jù)我們獲得并了解到的理論研究,我們可以這樣理解“流程銀行”的概念：通過重新優(yōu)化改造銀行的業(yè)務(wù)流程、組織流程、管理流程以及文化理念,由此形成的以流程為核心的全新的銀行經(jīng)營管理模式。 此外,我們可以對(duì)流程銀行的主要特征做出如下的簡要?dú)w納：(1)客戶導(dǎo)向；(2)機(jī)構(gòu)扁平化；(3)業(yè)務(wù)條線垂直化運(yùn)作管理模式；(4)前中后臺(tái)相互分離、相互制約；(5)中后臺(tái)運(yùn)營管理集中化。 隨后,本文對(duì)國內(nèi)外商業(yè)銀行流程銀行建設(shè)的探索和實(shí)踐進(jìn)行分析。20世紀(jì)80年代中后期開始,國外商業(yè)銀行紛紛進(jìn)行流程銀行建設(shè),建立起以事業(yè)部為主流的組織管理架構(gòu)�；旧洗_立了以業(yè)務(wù)流程規(guī)范化、組織結(jié)構(gòu)扁平化、管理職能集中化、業(yè)務(wù)分工專業(yè)化為主要特征的,以客戶為中心、以效益為目標(biāo)的銀行業(yè)務(wù)管理架構(gòu)體系。 如前文所述,面對(duì)金融環(huán)境的變化以及激烈的行業(yè)競(jìng)爭(zhēng),作為一家城市商業(yè)銀行,遵義市商業(yè)銀行在經(jīng)營發(fā)展、績效提升等方面遭遇瓶頸。而流程銀行建設(shè)對(duì)于遵義市商業(yè)銀行克服諸多問題是必要的：(1)流程銀行建設(shè)有利于提升自身核心競(jìng)爭(zhēng)力；(2)流程銀行有利于深化銀行體制機(jī)制改革；(3)流程銀行建設(shè)有利于提升自身的管理水平；(4)流程銀行建設(shè)是適應(yīng)外部監(jiān)管的需要。 而對(duì)于遵義市商業(yè)銀行自身在實(shí)施流程銀行建設(shè)時(shí)面臨的阻力與制約因素,遵義市商業(yè)銀行可以采取以下可行的對(duì)策：(1)轉(zhuǎn)變經(jīng)營觀念,培植以客戶為中心的企業(yè)文化理念；(2)長遠(yuǎn)設(shè)計(jì)與謹(jǐn)慎推進(jìn)相結(jié)合；(3)培養(yǎng)能勝任流程銀行運(yùn)作管理的人才隊(duì)伍。 為了通過流程銀行建設(shè)提升經(jīng)營效率和獲取核心競(jìng)爭(zhēng)力,遵義市商業(yè)銀行流程銀行建設(shè)遵循如下框架：(1)戰(zhàn)略導(dǎo)向；(2)重新構(gòu)造組織架構(gòu)；(3)設(shè)計(jì)管理流程和支持保障流程；(5)以流程優(yōu)化為基礎(chǔ)構(gòu)造組織架構(gòu)；(4)以強(qiáng)大的信息技術(shù)的作為基礎(chǔ)支撐；(6)培育良好的企業(yè)文化。 在原則方面,遵義市商業(yè)銀行建設(shè)流程銀行主要堅(jiān)持以下幾項(xiàng)：(1)以客戶為中心的目標(biāo)原則；(2)部門結(jié)構(gòu)服從業(yè)務(wù)流程的原則；(3)業(yè)務(wù)垂直化管理為主、橫向經(jīng)營為輔的原則；(4)應(yīng)用先進(jìn)信息技術(shù)的原則；(5)“根本性”再造與連續(xù)性改進(jìn)相結(jié)合的原則；(6)自上而下與自下而上相結(jié)合原則。 流程銀行建設(shè)是一項(xiàng)非常復(fù)雜的變革工作,應(yīng)當(dāng)在根本性再造和漸進(jìn)性改進(jìn)的原則指導(dǎo)下進(jìn)行。遵義市商業(yè)銀行流程銀行建設(shè)實(shí)施路徑包括：(1)首先,以業(yè)務(wù)流程優(yōu)化設(shè)計(jì)為建設(shè)流程銀行的切入點(diǎn)和核心；(2)在流程優(yōu)化基礎(chǔ)上,構(gòu)建業(yè)務(wù)垂直管理的經(jīng)營模式和扁平化的組織結(jié)構(gòu)；(3)以強(qiáng)有力的信息技術(shù)作為流程銀行建設(shè)的支持保障。 最后,我們?cè)?0個(gè)方面對(duì)遵義市商業(yè)銀行流程銀行建設(shè)具體方案進(jìn)行了詳細(xì)介紹。 我們得到的結(jié)論是,中小銀行可以在結(jié)合自身發(fā)展現(xiàn)狀、戰(zhàn)略需求,因地制宜地進(jìn)行流程銀行建設(shè),以提高自身的綜合競(jìng)爭(zhēng)力。
[Abstract]:Since the 1990 ' s , China ' s banking industry has been deepening the reform of the management system , and the overall strength has been rapidly developed . However , because of the diversification of the investment channels of the residents and the continuous improvement of interest rate liberalization , our banking industry faces enormous challenges . On the other hand , as the state - owned commercial banks have completed the reform , listing , and the expansion of the operating scope of foreign banks , our country faces a more severe and deeper market competition environment for small and medium - sized banks with the main body of urban commercial banks .

Because of the profound changes of the external market environment and the fierce competition of the bank ' s interbank market , the small and medium banks that are in the transition period are exploring the potential direction and possible space of their own survival and development . From the practice of the European and American counterparts , it is an effective measure to improve the comprehensive performance and market competitiveness of the banks .

Moreover , since 2005 , China Banking Regulatory Commission has also issued a series of regulatory guidelines on the construction of process banks .

Therefore , whether from the new challenge of adapting to the customer ' s needs and the competition of the same industry or meeting the requirements of the regulation , the primary and secondary banks must optimize and design the business process , organization management , operation mechanism , etc . , enhance the customer satisfaction degree and improve their own management efficiency , so as to carry out the construction of the process banks which can better control the financial risks and adapt to the increasingly fierce financial environment .

Then , we need to introduce the concept of process banks , which originated from the theory of BPR in Europe and America in the 1990s . In 1990 , Michael Hammer , a professor of technology at Massachusetts Institute of Technology , proposed the concept of process reengineering for the first time , and then the theory of enterprise process reengineering began to rise gradually .

In 1992 , George Bollenbacher first put forward the concept of financial process reengineering , elaborated the connotation of bank reengineering , and started the research of bank reengineering .

According to the theoretical research we obtain and understand , we can understand the concept of " process bank " : by re - optimizing the banking business process , organization process , management process and culture idea , the new management mode of bank operation based on the process is formed .

In addition , we can summarize the main characteristics of the process bank as follows : ( 1 ) customer guidance ;
( 2 ) flattening of the mechanism ;
( 3 ) the operation management mode of the vertical operation of the business strip line ;
( 4 ) the front and middle scenes are separated from each other and are mutually restricted ;
( 5 ) Central background operation management is centralized .

In the middle and late 1980s , foreign commercial banks began to construct the process banks and establish the organizational management structure with the division as the main stream .

As mentioned above , in the face of the change of the financial environment and the fierce competition of the industry , as a commercial bank of the city , the city commercial bank is confronted with the bottleneck in the aspects of business development and performance improvement .
( 2 ) Process banks are conducive to deepening the reform of banking system mechanism ;
( 3 ) The construction of the process bank is beneficial to the promotion of its own management level ;
( 4 ) The construction of process banks is the need to adapt to external supervision .

In order to comply with the obstacles and constraints faced by the commercial banks themselves in the construction of the process banks , the following feasible countermeasures can be taken by the commercial banks in compliance with the following measures : ( 1 ) changing the operating concept and cultivating the corporate culture idea centered on the customer ;
( 2 ) the combination of long - term design and careful propulsion ;
( 3 ) To develop a talent team competent for the operation and management of the process banks .

In order to improve the operating efficiency and acquire the core competence through the construction of the process bank , the following framework is followed : ( 1 ) strategic guidance ;
( 2 ) re - constructing the organizational structure ;
( 3 ) Design management process and support guarantee process ;
( 5 ) constructing the organizational structure based on the process optimization ;
( 4 ) Based on the strong information technology as the foundation support ;
( 6 ) To cultivate a good corporate culture .

In the aspect of the principle , the CCB mainly insists on the following : ( 1 ) the customer - centered principle ;
( 2 ) The department structure is subject to the principle of business process ;
( 3 ) the principle of business vertical management as the main and cross - operation ;
( 4 ) Applying the principle of advanced information technology ;
( 5 ) The combination of " fundamental " reconstruction and continuity improvement ;
( 6 ) Top - down and bottom - up principle .

The construction of process bank is a very complex change . It should be carried out under the guidance of fundamental reconstruction and gradual improvement .
( 2 ) building the business model and the flattening organization structure of the business vertical management on the basis of the process optimization ;
( 3 ) With strong information technology as the support for the construction of the process bank .

in that end , we introduce the specific scheme of the construction of the flow bank of the commercial bank in compliance with ten aspects .

The conclusion is that small and medium - sized banks can carry out the construction of process banks in combination with their own development status and strategic demand , so as to improve their competitiveness .
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

【相似文獻(xiàn)】

相關(guān)期刊論文 前10條

1 高德勝;;流程銀行改革與核心競(jìng)爭(zhēng)力塑造[J];中國發(fā)展觀察;2009年11期

2 崔燕;;試議國內(nèi)流程銀行的構(gòu)建原則[J];國際金融研究;2010年02期

3 張博;;M集團(tuán)經(jīng)驗(yàn)推進(jìn)流程銀行建設(shè)經(jīng)驗(yàn)借鑒[J];農(nóng)村金融研究;2012年11期

4 陳麗博;;關(guān)于現(xiàn)階段流程銀行建設(shè)的思考[J];山東社會(huì)科學(xué);2012年S2期

5 何崇陽;;如何打造流程銀行[J];金融論壇;2006年04期

6 高廣春;;認(rèn)識(shí)流程銀行[J];銀行家;2006年07期

7 韓軍;;“流程銀行”建設(shè)的若干思考[J];銀行家;2007年01期

8 黃文濤;黃文波;;構(gòu)建“流程銀行”的動(dòng)因與對(duì)策研究[J];甘肅金融;2007年02期

9 朱炳忠;曹道云;王志軍;;流程銀行構(gòu)建路徑初探[J];現(xiàn)代金融;2007年03期

10 曹愛x，

本文編號(hào)：1951587