本文選題：建設(shè)銀行　切入點(diǎn)：柜面業(yè)務(wù)　出處：《吉林大學(xué)》2014年碩士論文

【摘要】：近年來(lái)，隨著金融改革的不斷發(fā)展和金融市場(chǎng)的不斷開(kāi)放，銀行柜面業(yè)務(wù)的風(fēng)險(xiǎn)控制對(duì)于銀行的資金安全、經(jīng)營(yíng)效益都會(huì)起到至關(guān)重要的作用。經(jīng)營(yíng)銀行也就是在經(jīng)營(yíng)風(fēng)險(xiǎn)，在銀行業(yè)務(wù)管理過(guò)程中，會(huì)暴露出某些柜面業(yè)務(wù)的風(fēng)險(xiǎn)隱患，其中大量案件均發(fā)生在柜面業(yè)務(wù)中，不僅涉案員工付出慘重的代價(jià)，而且給銀行造成聲譽(yù)風(fēng)險(xiǎn)和損失，甚至對(duì)銀行的經(jīng)營(yíng)管理造成惡劣影響，案件的發(fā)生無(wú)一不反映出管理制度的松懈、內(nèi)控制度的薄弱、員工教育的缺位、工作責(zé)任感的喪失；是長(zhǎng)期疏于內(nèi)控、風(fēng)險(xiǎn)長(zhǎng)期積累的集中反映；對(duì)風(fēng)險(xiǎn)不重視、不敏感、不作為，內(nèi)控管理不嚴(yán)，制度執(zhí)行不利是案件爆發(fā)的真正內(nèi)因。 本文作者根據(jù)實(shí)踐經(jīng)歷，對(duì)建行吉林省分行柜面風(fēng)險(xiǎn)管理改進(jìn)進(jìn)行研究，通過(guò)理論與實(shí)踐相結(jié)合，橫向與縱向比較對(duì)吉林省建行柜面業(yè)務(wù)操作風(fēng)險(xiǎn)管理的現(xiàn)狀，存在的問(wèn)題進(jìn)行分析，對(duì)銀行柜面業(yè)務(wù)操作風(fēng)險(xiǎn)的特征以及其危害進(jìn)行研究，，同時(shí)對(duì)柜面業(yè)務(wù)風(fēng)險(xiǎn)控制改進(jìn)提出設(shè)計(jì)：一是對(duì)制度和流程進(jìn)行改進(jìn)、對(duì)業(yè)務(wù)檢查進(jìn)行強(qiáng)化、對(duì)柜面業(yè)務(wù)實(shí)施全流程、全方位監(jiān)測(cè)、落實(shí)落實(shí)案防主體責(zé)任，嚴(yán)肅整改追責(zé)紀(jì)律等關(guān)鍵環(huán)節(jié)有效控制柜面風(fēng)險(xiǎn)；二是通過(guò)實(shí)施柜面業(yè)務(wù)前后臺(tái)分離來(lái)改進(jìn)柜面風(fēng)險(xiǎn)管理；三是創(chuàng)新開(kāi)展柜面風(fēng)險(xiǎn)控制理念教育有效改進(jìn)柜面風(fēng)險(xiǎn)控制。同時(shí)采取積極有效措施保障柜面風(fēng)險(xiǎn)控制改進(jìn)。目的在于提升建行吉林省分行柜面業(yè)務(wù)服務(wù)能力、有效控制柜面業(yè)務(wù)風(fēng)險(xiǎn)。
[Abstract]:In recent years, with the continuous development of financial reform and the continuous opening of financial market, the risk control of bank counter business will play a vital role in the capital security and operation efficiency of banks. In the course of bank business management, some risks of counter business will be exposed. Among them, a large number of cases occur in counter business. Not only the staff involved pay a heavy price, but also the reputation risk and loss to the bank. The occurrence of cases reflects the lax management system, the weakness of internal control system, the absence of staff education, the loss of work responsibility, and the long-term neglect of internal control. The concentrated reflection of long-term accumulation of risks, the lack of attention to risk, insensitivity, inaction, lax internal control management and unfavorable system implementation are the real internal causes of the outbreak of cases. According to the practical experience, the author studies the improvement of the counter risk management of the Jilin Branch of China Construction Bank. By combining the theory with the practice, the author compares the current situation of the risk management of the counter business in Jilin Province with that of the vertical and horizontal. The existing problems are analyzed, the characteristics of the operational risk of bank's counter business and its harm are studied. At the same time, the design of improving the risk control of the counter business is put forward: first, the system and process are improved, and the business inspection is strengthened. Implement the whole process of counter business, omni-directional monitoring, implement the main responsibility of case prevention, strictly rectify and reform the key links such as responsibility discipline and other key links to effectively control the counter risk, second, through the implementation of the cabinet business front and back separation to improve the cabinet risk management; Third, innovating and developing the concept of counter risk control, effectively improving the counter risk control, and taking positive and effective measures to ensure the improvement of counter risk control. The purpose is to enhance the service capacity of the counter business of the Jilin Branch of CCB. Effectively control counter business risk.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F832.2

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本文編號(hào)：1694904