N銀行流程銀行建設(shè)面臨的問(wèn)題與策略研究
發(fā)布時(shí)間：2018-10-09 10:06
【摘要】：全球銀行業(yè)當(dāng)前正在面臨著前所未有的監(jiān)管政策、市場(chǎng)規(guī)則、同業(yè)和潛在進(jìn)入者的競(jìng)爭(zhēng)、客戶需求等方面的深刻變化，以外部服務(wù)差異化、內(nèi)部運(yùn)營(yíng)集約化為核心的流程再造浪潮方興未艾。對(duì)于如同N銀行這樣長(zhǎng)期以來(lái)受制于“部門(mén)銀行”傳統(tǒng)體制桎梏的國(guó)內(nèi)商業(yè)銀行來(lái)說(shuō)，重塑流程銀行的經(jīng)營(yíng)管理模式，能夠幫助銀行在服務(wù)質(zhì)量、運(yùn)營(yíng)效率、管理水平、風(fēng)險(xiǎn)防控等多方面取得突破性的改進(jìn)，形成持久且難以模仿的核心競(jìng)爭(zhēng)優(yōu)勢(shì)。 流程銀行作為本文研究對(duì)象，是一個(gè)目前金融界比較前沿的研究課題，從概念的提出到國(guó)內(nèi)業(yè)界的實(shí)踐還不到二十年。什么是流程銀行，流程銀行構(gòu)建的思路、模式、方法、工具，流程銀行與流程再造的關(guān)系，銀行再造的目標(biāo)和前提是什么？再造的效果如何評(píng)價(jià)？流程再造和管理再造、傳統(tǒng)與創(chuàng)新整合、流程再造與企業(yè)文化等等，都是理論研究與實(shí)踐迫切要解決的問(wèn)題。相對(duì)于管理學(xué)研究的其他熱門(mén)領(lǐng)域，本課題研究可資參考的文獻(xiàn)十分有限，同時(shí)作為與實(shí)踐緊密結(jié)合的研究課題，可供研究的案例也很少。盡管如此，在短短的二十年時(shí)間內(nèi)，從工業(yè)領(lǐng)域到金融領(lǐng)域，從國(guó)外銀行到國(guó)內(nèi)銀行，流程再造無(wú)論是理論研究還是到具體實(shí)踐，都取得了令人鼓舞的進(jìn)展，足以讓研究者產(chǎn)生濃厚的興趣。因此，從流程銀行的角度切入研究中國(guó)金融業(yè)的改革實(shí)踐，特別是對(duì)N銀行的改革具有非常現(xiàn)實(shí)的意義。 本文研究的思路和方法是，綜合運(yùn)用文獻(xiàn)調(diào)查分析法、比較研究分析法、結(jié)合實(shí)際分析法，通過(guò)對(duì)國(guó)內(nèi)外商業(yè)銀行流程再造的理論研究與應(yīng)用進(jìn)行全面梳理，找到商業(yè)銀行流程再造的一般方法，然后再深刻剖析N銀行經(jīng)營(yíng)管理中面臨的問(wèn)題及其問(wèn)題產(chǎn)生的根源，根據(jù)國(guó)內(nèi)大型銀行特別是N銀行歷史傳統(tǒng)、組織使命、所面臨的經(jīng)營(yíng)環(huán)境的特殊性，創(chuàng)造性地運(yùn)用戰(zhàn)略視覺(jué)化模式和戰(zhàn)略布局圖分析工具，，結(jié)合流程再造系統(tǒng)論和精益管理法、六西格瑪管理法提出了N銀行流程再造的基本策略。最后，針對(duì)當(dāng)前國(guó)內(nèi)金融市場(chǎng)化改革尚未完成，各級(jí)決策者對(duì)推動(dòng)流程變革動(dòng)力仍然不足有可能導(dǎo)致流程再造半途而廢的問(wèn)題，文章提出將流程再造納入銀行戰(zhàn)略核心工程，成立高層推動(dòng)的組織機(jī)構(gòu)，同時(shí)制定戰(zhàn)略實(shí)施規(guī)劃綱要，按照既定目標(biāo)和步驟循序漸進(jìn)地推動(dòng)流程再造。 國(guó)外流程銀行模式的實(shí)踐已經(jīng)取得一些令人刮目相看的成果，國(guó)內(nèi)的探索特別是中國(guó)建設(shè)銀行引入戰(zhàn)略投資者，結(jié)合我國(guó)銀行業(yè)的實(shí)際，對(duì)業(yè)務(wù)流程進(jìn)行了系統(tǒng)再造，收到明顯成效，更加堅(jiān)定了國(guó)內(nèi)銀行推進(jìn)流程再造的信心。但畢竟國(guó)內(nèi)與國(guó)外、國(guó)內(nèi)銀行之間存在巨大的差異，按照一套標(biāo)準(zhǔn)化模式推進(jìn)流程銀行建設(shè)是過(guò)于天真的想法，國(guó)內(nèi)流程銀行建設(shè)必須走中國(guó)特色道路，必須結(jié)合各行實(shí)際情況穩(wěn)妥推進(jìn)。
[Abstract]:The global banking industry is currently facing unprecedented regulatory policies, market rules, competition between peers and potential entrants, customer needs and other profound changes to the differentiation of external services. The internal operation intensifies as the core process reengineering tide is in the ascendant. For domestic commercial banks, such as N Bank, which have long been subject to the shackles of the traditional system of "sector banks", reshaping the management mode of process banks can help banks in service quality, operational efficiency, and management level. Risk prevention and control and other aspects of breakthrough improvement, forming a lasting and difficult to imitate the core competitive advantage. Process Bank, as the object of this paper, is a relatively advanced research topic in the field of finance at present. It has been less than 20 years since the concept was put forward to the practice of domestic industry. What is the process bank, the thought, mode, method, tool, relationship between process bank and process reengineering, and what is the goal and premise of bank reengineering? How to evaluate the effect of reengineering? Process reengineering and management reengineering, integration of tradition and innovation, process reengineering and corporate culture are all urgent problems to be solved in theory research and practice. Compared with other popular fields of management research, the literature available for reference is very limited, and as a research subject closely combined with practice, there are few cases available for study. Nevertheless, in a short period of 20 years, from industrial to financial fields, from foreign banks to domestic banks, process reengineering has made encouraging progress, both in theory and in practice. Enough to interest researchers. Therefore, it is of great practical significance to study the reform practice of Chinese financial industry from the point of view of process bank, especially to the reform of N bank. The train of thought and method of this paper are: comprehensive use of literature survey analysis, comparative analysis, combined with practical analysis, through the domestic and foreign commercial bank process reengineering theoretical research and application of a comprehensive combing, Find out the general method of commercial bank process reengineering, then deeply analyze the problems faced by N bank and the root of the problem, and organize the mission according to the historical tradition of large domestic bank, especially N bank. Facing the particularity of the business environment, this paper creatively applies the strategic visual mode and the strategic layout chart analysis tool, combines the system theory of process reengineering and the lean management method, and puts forward the basic strategy of N bank process reengineering by the six Sigma management method. Finally, in view of the fact that the current domestic financial marketization reform has not been completed and the decision makers at all levels still have insufficient impetus to push forward the process change, it is possible that the process reengineering will be brought into the core project of the bank strategy. Set up high-level driven organization, develop strategic implementation planning outline, and promote process reengineering step by step according to established goals and steps. Some impressive results have been achieved in the practice of foreign process banking model. The domestic exploration, especially the introduction of strategic investors by China Construction Bank, combined with the reality of China's banking industry, has made a systematic reengineering of business processes. Received obvious results, more firm domestic banks to promote process reengineering confidence. But after all, there are huge differences between domestic and foreign banks. It is naive to promote the construction of process banks according to a set of standardized models. The construction of domestic process banks must follow the road with Chinese characteristics. We must proceed steadily in line with the actual conditions of the various banks.
【學(xué)位授予單位】：南華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F832.33
本文編號(hào)：2258941
[Abstract]:The global banking industry is currently facing unprecedented regulatory policies, market rules, competition between peers and potential entrants, customer needs and other profound changes to the differentiation of external services. The internal operation intensifies as the core process reengineering tide is in the ascendant. For domestic commercial banks, such as N Bank, which have long been subject to the shackles of the traditional system of "sector banks", reshaping the management mode of process banks can help banks in service quality, operational efficiency, and management level. Risk prevention and control and other aspects of breakthrough improvement, forming a lasting and difficult to imitate the core competitive advantage. Process Bank, as the object of this paper, is a relatively advanced research topic in the field of finance at present. It has been less than 20 years since the concept was put forward to the practice of domestic industry. What is the process bank, the thought, mode, method, tool, relationship between process bank and process reengineering, and what is the goal and premise of bank reengineering? How to evaluate the effect of reengineering? Process reengineering and management reengineering, integration of tradition and innovation, process reengineering and corporate culture are all urgent problems to be solved in theory research and practice. Compared with other popular fields of management research, the literature available for reference is very limited, and as a research subject closely combined with practice, there are few cases available for study. Nevertheless, in a short period of 20 years, from industrial to financial fields, from foreign banks to domestic banks, process reengineering has made encouraging progress, both in theory and in practice. Enough to interest researchers. Therefore, it is of great practical significance to study the reform practice of Chinese financial industry from the point of view of process bank, especially to the reform of N bank. The train of thought and method of this paper are: comprehensive use of literature survey analysis, comparative analysis, combined with practical analysis, through the domestic and foreign commercial bank process reengineering theoretical research and application of a comprehensive combing, Find out the general method of commercial bank process reengineering, then deeply analyze the problems faced by N bank and the root of the problem, and organize the mission according to the historical tradition of large domestic bank, especially N bank. Facing the particularity of the business environment, this paper creatively applies the strategic visual mode and the strategic layout chart analysis tool, combines the system theory of process reengineering and the lean management method, and puts forward the basic strategy of N bank process reengineering by the six Sigma management method. Finally, in view of the fact that the current domestic financial marketization reform has not been completed and the decision makers at all levels still have insufficient impetus to push forward the process change, it is possible that the process reengineering will be brought into the core project of the bank strategy. Set up high-level driven organization, develop strategic implementation planning outline, and promote process reengineering step by step according to established goals and steps. Some impressive results have been achieved in the practice of foreign process banking model. The domestic exploration, especially the introduction of strategic investors by China Construction Bank, combined with the reality of China's banking industry, has made a systematic reengineering of business processes. Received obvious results, more firm domestic banks to promote process reengineering confidence. But after all, there are huge differences between domestic and foreign banks. It is naive to promote the construction of process banks according to a set of standardized models. The construction of domestic process banks must follow the road with Chinese characteristics. We must proceed steadily in line with the actual conditions of the various banks.
【學(xué)位授予單位】：南華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F832.33
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