本文選題：經(jīng)濟(jì)轉(zhuǎn)型 + 商業(yè)銀行��； 參考：《南昌大學(xué)》2013年碩士論文

【摘要】：農(nóng)商銀行的前身是農(nóng)村信用合作社。農(nóng)商銀行的發(fā)展即能夠促進(jìn)農(nóng)業(yè)的發(fā)展,又能夠完善我國(guó)的銀行業(yè)的建設(shè)。在轉(zhuǎn)型背景下,農(nóng)商銀行應(yīng)該得到更多關(guān)注,在經(jīng)濟(jì)發(fā)展中發(fā)揮更大的作用。為了更好探究農(nóng)商銀行的發(fā)展,本研究以N農(nóng)商銀行為研究對(duì)象,探究其發(fā)展對(duì)策,從而為農(nóng)商銀行的發(fā)展提供借鑒與參考。這一研究具有一定的實(shí)踐意義與理論價(jià)值。 第一章介紹了農(nóng)村商業(yè)銀行改革的背景,為研究提供事實(shí)依據(jù)。第二章研究轉(zhuǎn)型背景下商業(yè)銀行的戰(zhàn)略管理。第三章介紹對(duì)N農(nóng)商銀行的情況進(jìn)行介紹。第四章對(duì)先進(jìn)農(nóng)商銀行進(jìn)行介紹,為N農(nóng)商銀行的改革提供參考。第五章則探究轉(zhuǎn)型背景下N農(nóng)商銀行的發(fā)展定位與戰(zhàn)略措施。 N農(nóng)商銀行經(jīng)過(guò)改制之后,其管理效率具有極大的提高。N農(nóng)商銀行經(jīng)營(yíng)實(shí)力具有顯著增強(qiáng),并積極履行自身的社會(huì)責(zé)任。同時(shí),N農(nóng)商銀行還積極推進(jìn)制度建設(shè),不斷提高自己的服務(wù)質(zhì)量。但是,N農(nóng)商銀行在發(fā)展過(guò)程中也存在一定的問(wèn)題。這些問(wèn)題體現(xiàn)為業(yè)務(wù)單一、產(chǎn)權(quán)管理不完善、以客戶為中心的服務(wù)模式?jīng)]有得到建立、風(fēng)險(xiǎn)管理能力比較差和人力資源管理工作不足等。這些不足的出現(xiàn)具有一定的主觀和客觀方面的原因。N農(nóng)商銀行缺乏市場(chǎng)競(jìng)爭(zhēng)意識(shí)和風(fēng)險(xiǎn)意識(shí),并受到傳統(tǒng)管理機(jī)制和傳統(tǒng)人事管理模式的影響。另外,比較短的成立時(shí)間也影響了改制的成效。 根據(jù)現(xiàn)實(shí)的經(jīng)驗(yàn)情況并解決國(guó)內(nèi)外農(nóng)村金融機(jī)構(gòu)發(fā)展的成功經(jīng)驗(yàn),N農(nóng)商銀行應(yīng)該進(jìn)行準(zhǔn)確的定位,執(zhí)行和落實(shí)有效的發(fā)展策略。這些策略包括以下幾個(gè)方面。一是加快產(chǎn)權(quán)制度改革,建立科學(xué)組織架構(gòu)；二是明確發(fā)展定位,積極服務(wù)“三農(nóng)”和中小企業(yè)；三是提高市場(chǎng)意識(shí),落實(shí)以客戶為中心的經(jīng)營(yíng)管理戰(zhàn)略；四是建立全面風(fēng)險(xiǎn)管理理念,提升風(fēng)險(xiǎn)管理能力；五是加強(qiáng)各方合作,實(shí)現(xiàn)互動(dòng)共贏戰(zhàn)略；六是拓展經(jīng)營(yíng)范圍,強(qiáng)化輻射能力建設(shè)；七是堅(jiān)持以人為本,構(gòu)建科學(xué)人力資源管理體系。
[Abstract]:The predecessor of agricultural commercial bank is rural credit union. The development of agricultural and commercial banks can not only promote the development of agriculture, but also perfect the construction of China's banking industry. Under the background of transformation, the agribusiness bank should get more attention and play a more important role in economic development. In order to better explore the development of agricultural and commercial bank, this study takes N agricultural commercial bank as the research object, probes into its development countermeasure, thus provides the reference and the reference for the agricultural commercial bank development. This research has certain practical significance and theoretical value. The first chapter introduces the background of rural commercial bank reform and provides the factual basis for the study. The second chapter studies the strategic management of commercial banks under the background of transition. The third chapter introduces the situation of N Rural Commercial Bank. The fourth chapter introduces the advanced agricultural and commercial bank and provides reference for the reform of NRCB. The fifth chapter explores the development orientation and strategic measures of NRCB under the background of transformation. After the reform of NRCB, the management efficiency of NRCB has been greatly improved, and the management strength of NRCB has been greatly enhanced. And actively fulfill their own social responsibility. At the same time, the Bank of Agriculture and Merchants also actively promoted the construction of the system, constantly improve their service quality. However, there are some problems in the development process of the Bank. These problems include single business, imperfect management of property rights, failure to establish a customer-centered service model, poor risk management ability and insufficient human resource management. There are some subjective and objective reasons for these deficiencies. The agricultural and commercial bank lacks market competition consciousness and risk consciousness, and is influenced by traditional management mechanism and traditional personnel management mode. In addition, a relatively short time of establishment also affected the effectiveness of the reform. According to the actual experience and the successful experience of solving the development of the rural financial institutions at home and abroad, the Agricultural Commercial Bank should carry out the accurate positioning, carry out and implement the effective development strategy. These strategies include the following. One is to speed up the reform of property right system, and the other is to set up a scientific organization structure; second, to clearly define the development orientation and actively serve the "three rural areas" and small and medium-sized enterprises; third, to enhance the market awareness and implement the customer-centered management strategy; Fourth, to establish a comprehensive risk management concept and enhance risk management capability; fifthly, to strengthen cooperation among all parties to realize the strategy of mutual benefit; sixthly, to expand the scope of operation and strengthen the building of radiation capacity; seventh, to adhere to the people-oriented approach, Construct scientific human resource management system.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

【引證文獻(xiàn)】

相關(guān)期刊論文 前1條

1 張彥峰;;農(nóng)商銀行人力資源管理工作探討[J];現(xiàn)代經(jīng)濟(jì)信息;2015年19期

相關(guān)碩士學(xué)位論文 前2條

1 張海亮;C農(nóng)商銀行轉(zhuǎn)型發(fā)展中存在的問(wèn)題及對(duì)策分析[D];貴州財(cái)經(jīng)大學(xué);2017年

2 龔意涵;長(zhǎng)春農(nóng)商銀行發(fā)展戰(zhàn)略研究[D];吉林大學(xué);2017年

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本文編號(hào)：2048632