本文選題：案例研究 + 操作風(fēng)險(xiǎn)　； 參考：《遼寧大學(xué)》2012年碩士論文

【摘要】：操作風(fēng)險(xiǎn)是指由不完善或有問(wèn)題的內(nèi)部程序、人員及系統(tǒng)或外部事件造成損失的風(fēng)險(xiǎn)。操作風(fēng)險(xiǎn)和信用風(fēng)險(xiǎn)、市場(chǎng)風(fēng)險(xiǎn)并稱(chēng)為商業(yè)銀行的三大風(fēng)險(xiǎn)。相比信用風(fēng)險(xiǎn)和市場(chǎng)風(fēng)險(xiǎn),操作風(fēng)險(xiǎn)產(chǎn)生于商業(yè)銀行成立之初,但是,20世紀(jì)90年代后期才受到商業(yè)銀行的重視。近年來(lái),我國(guó)商業(yè)銀行操作風(fēng)險(xiǎn)事件頻發(fā),操作風(fēng)險(xiǎn)管理得到商業(yè)銀行和監(jiān)管部門(mén)的高度重視。 B銀行作為少數(shù)民族地區(qū)的城市商業(yè)銀行,借助國(guó)家鼓勵(lì)和支持發(fā)展小微企業(yè)金融的政策春風(fēng),在全國(guó)范圍內(nèi)迅速布局網(wǎng)點(diǎn),得到高速發(fā)展。機(jī)構(gòu)迅速布局,業(yè)務(wù)范圍不斷擴(kuò)大,人員隊(duì)伍迅速壯大,使其操作風(fēng)險(xiǎn)管理面臨嚴(yán)峻的挑戰(zhàn)。筆者從實(shí)踐出發(fā),結(jié)合崗位工作經(jīng)驗(yàn),力圖通過(guò)分析B銀行典型操作風(fēng)險(xiǎn)管理事件,發(fā)現(xiàn)B銀行操作風(fēng)險(xiǎn)產(chǎn)生的原因,進(jìn)而提出解決方案,對(duì)B銀行操作風(fēng)險(xiǎn)管理提供改進(jìn)的借鑒和參考,同時(shí)對(duì)其他商業(yè)銀行的操作風(fēng)險(xiǎn)管理也有一定的借鑒意義。 本文對(duì)發(fā)生在B銀行的四個(gè)操作風(fēng)險(xiǎn)管理事件進(jìn)行了描述,利用巴塞爾新資本協(xié)議關(guān)于操作風(fēng)險(xiǎn)管理的相關(guān)理論和COSO風(fēng)險(xiǎn)管理理論對(duì)這四個(gè)事件進(jìn)行分析,發(fā)現(xiàn)B銀行操作風(fēng)險(xiǎn)管理問(wèn)題產(chǎn)生的原因是由不完善內(nèi)部程序因素、人員因素、系統(tǒng)因素和外部因素等方面造成的。針對(duì)問(wèn)題產(chǎn)生的原因,筆者建議B銀行要從重新梳理風(fēng)險(xiǎn)管理體系出發(fā),構(gòu)建更清晰更確的風(fēng)險(xiǎn)管理框架,要統(tǒng)一風(fēng)險(xiǎn)管理理念,打造貫徹統(tǒng)一的風(fēng)險(xiǎn)管理文化,要建立先進(jìn)的風(fēng)險(xiǎn)管理操作系統(tǒng),要在日常的操作風(fēng)險(xiǎn)管理中與外部監(jiān)管形成合力等四個(gè)方面完善操作風(fēng)險(xiǎn)管理工作,提升操作風(fēng)險(xiǎn)管理水平。
[Abstract]:Operational risk refers to the risk of loss caused by imperfect or problematic internal procedures, personnel and system or external events. Operational risk, credit risk and market risk are known as the three major risks of commercial banks. Compared with credit risk and market risk, operational risk came into being at the beginning of the establishment of commercial banks, but it was only in the late 1990s that commercial banks attached great importance to it. In recent years, the operational risk events of commercial banks in China occur frequently, and the operational risk management has been attached great importance by commercial banks and regulatory authorities. As a city commercial bank in minority areas, Bank B, with the help of the government's policy of encouraging and supporting the development of small and micro enterprise finance, has developed rapidly throughout the country. The rapid layout of the organization, the expansion of the business scope and the rapid expansion of the personnel force make its operational risk management face severe challenges. Starting from practice and combining with post work experience, the author tries hard to find out the causes of operational risk in Bank B by analyzing typical operational risk management events in Bank B, and then puts forward solutions. It can be used for reference and reference to the operation risk management of Bank B, and also to the operation risk management of other commercial banks. This paper describes the four operational risk management events in Bank B, and analyzes the four events by using the relevant theories of the Basel New Capital Accord on operational risk management and the COSO risk management theory. It is found that the causes of the operational risk management problems in Bank B are caused by imperfect internal procedure factors, personnel factors, system factors and external factors. In view of the causes of the problem, the author suggests that Bank B should start from rearranging the risk management system, construct a clearer and more accurate risk management framework, unify the risk management concept, and create a unified risk management culture. In order to set up the advanced operating system of risk management, we should perfect the operation risk management in four aspects, such as forming a joint force with external supervision in the daily operation risk management, and improve the level of operational risk management.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F832.33

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相關(guān)期刊論文 前2條

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本文編號(hào)：1860940