本文關(guān)鍵詞： 江蘇銀行 運(yùn)營(yíng)管理 體系重構(gòu)　出處：《南京理工大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：運(yùn)營(yíng)是企業(yè)的基本職能之一。在大多數(shù)組織中,運(yùn)營(yíng)職能都占用了相當(dāng)大的人力、物力和財(cái)力。企業(yè)成功的要素很多,如戰(zhàn)略、營(yíng)銷、資本運(yùn)作、人力資源、組織架構(gòu)等。但這些成功要素須建立在運(yùn)營(yíng)模式的基礎(chǔ)之上。離開(kāi)了運(yùn)營(yíng)的支持,這些企業(yè)成功的要素將是孤立和暫時(shí)的,也就難以培育企業(yè)的核心競(jìng)爭(zhēng)力。在經(jīng)濟(jì)全球化和金融競(jìng)爭(zhēng)日趨激烈的市場(chǎng)環(huán)境下,商業(yè)銀行成功的因素中,運(yùn)營(yíng)管理變得越來(lái)越重要。這是因?yàn)?銀行的各種繁雜的交易要通過(guò)運(yùn)營(yíng)體系來(lái)完成,客戶獲得的服務(wù)也要通過(guò)運(yùn)營(yíng)體系來(lái)完成。運(yùn)營(yíng)是商業(yè)銀行存在和成長(zhǎng)的基礎(chǔ)。在商業(yè)銀行產(chǎn)品同質(zhì)化的今天,我國(guó)的城市商業(yè)銀行在品牌、產(chǎn)品、機(jī)構(gòu)都處于劣勢(shì)的情況下,要想取得差異化的競(jìng)爭(zhēng)優(yōu)勢(shì),就必須要潛心錘煉自己的運(yùn)營(yíng)模式、構(gòu)建具有競(jìng)爭(zhēng)力的運(yùn)營(yíng)體系。為此,本文選擇江蘇銀行做為城市商業(yè)銀行的代表,對(duì)其運(yùn)營(yíng)體系的構(gòu)建模式做了探討,同時(shí)分析了國(guó)內(nèi)大型商業(yè)銀行運(yùn)營(yíng)體系面臨的主要問(wèn)題及改革的動(dòng)因,在借鑒國(guó)外商業(yè)銀行運(yùn)營(yíng)管理研究成果及實(shí)踐經(jīng)驗(yàn)基礎(chǔ)上,筆者大膽提出了江蘇銀行建立卓越運(yùn)營(yíng)體系的戰(zhàn)略目標(biāo),描述了實(shí)現(xiàn)這一戰(zhàn)略目標(biāo)所須的關(guān)鍵路徑和舉措,并用案例展示了江蘇銀行運(yùn)營(yíng)體系重構(gòu)的可能并展望了改革的預(yù)期效果。
[Abstract]:Operation is one of the basic functions of an enterprise. In most organizations, the operational function occupies a considerable amount of human, material and financial resources. There are many elements of success in an enterprise, such as strategy, marketing, capital operation, human resources, etc. Organizational structure, etc., but these elements of success must be based on the operating model. Without operational support, these elements of success of the enterprise will be isolated and temporary. Therefore, it is difficult to cultivate the core competitiveness of enterprises. In the market environment of economic globalization and increasingly fierce financial competition, the operational management of commercial banks becomes more and more important in the context of economic globalization and increasingly fierce financial competition. All kinds of complicated transactions of banks should be completed through the operation system, and the services obtained by customers should also be completed through the operation system. Operation is the basis for the existence and growth of commercial banks. Today, when the products of commercial banks are homogenized, The city commercial banks of our country are in the inferior position of brand, product and institution. In order to obtain the competitive advantage of differentiation, they must concentrate on their own operation mode and build a competitive operation system. This paper chooses Jiangsu Bank as the representative of the city commercial bank, discusses the construction mode of its operation system, and analyzes the main problems and the reasons for the reform of the operation system of the domestic large commercial banks. On the basis of the research results and practical experience of foreign commercial banks' operation management, the author boldly puts forward the strategic goal of establishing excellent operation system of Jiangsu Bank, and describes the key paths and measures needed to achieve this strategic goal. A case study shows the possibility of reconstructing the operation system of Jiangsu Bank and looks forward to the expected effect of the reform.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2

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