【摘要】：在全球經(jīng)濟復(fù)蘇疲軟,不確定性因素較多的國際大背景下,中國經(jīng)濟面臨著外貿(mào)增速放緩、資本投資效應(yīng)遞減、全要素生產(chǎn)率下降、內(nèi)需活力不充分、市場機制不健全、地方政府債臺高筑以及跨境資本流動活躍等一系列嚴(yán)峻挑戰(zhàn)。在這種背景下,商業(yè)銀行所處的生存環(huán)境將發(fā)生根本性變化,如監(jiān)管環(huán)境日趨嚴(yán)格、金融需求日益多樣、信息科技快速發(fā)展、金融改革持續(xù)推進、傳統(tǒng)的產(chǎn)業(yè)競爭格局和盈利模式逐漸被打破等,加快商業(yè)銀行轉(zhuǎn)型步伐是適應(yīng)后金融危機時代經(jīng)濟發(fā)展新要求的關(guān)鍵所在。 2013年9月16日,中國銀監(jiān)會主席尚福林在中國銀行業(yè)協(xié)會第十三次會員大會上表示：“‘跑馬圈地’和盲目鋪攤子的做法已經(jīng)不能適應(yīng)銀行業(yè)轉(zhuǎn)型發(fā)展需要。商業(yè)銀行應(yīng)該從特色發(fā)展著手,因地制宜、精耕細(xì)作,形成比較優(yōu)勢,全面提升市場競爭能力”。商業(yè)銀行轉(zhuǎn)型的本質(zhì)就在于：發(fā)展理念由從外部找市場轉(zhuǎn)變?yōu)閺膬?nèi)部要效益；發(fā)展模式從外延擴張式轉(zhuǎn)變?yōu)閮?nèi)涵集約式；盈利方式從依靠利差轉(zhuǎn)變?yōu)橥ㄟ^提供高品質(zhì)、高契合度、高附加值的金融服務(wù)獲利。而要實現(xiàn)上述轉(zhuǎn)變,最關(guān)鍵的工作之一就是要設(shè)計與優(yōu)化商業(yè)銀行組織體系。組織體系涵蓋商業(yè)銀行的組織結(jié)構(gòu)、管控模式、業(yè)務(wù)流程,關(guān)乎一家銀行運作的質(zhì)量、成本、效率、風(fēng)險,是“牽一發(fā)而動全身”的轉(zhuǎn)型基礎(chǔ),是踐行精耕細(xì)作、特色發(fā)展戰(zhàn)略的重要保證。從目前國內(nèi)商業(yè)銀行的組織體系來看,普遍存在著組織體系設(shè)計與銀行發(fā)展戰(zhàn)略未有效統(tǒng)一；以客戶為中心的經(jīng)營理念沒有充分體現(xiàn)；事業(yè)部制改革仍面臨一定困難；流程再造能有待進一步提升等方面的問題。而花旗、匯豐、德意志等全球知名商業(yè)銀行的發(fā)展經(jīng)驗表明,隨著宏觀經(jīng)濟的變革與發(fā)展,設(shè)計優(yōu)化商業(yè)銀行組織體系、建立事業(yè)部制以及持續(xù)進行流程再造能有效提高組織結(jié)構(gòu)的靈活性和協(xié)同性,推動管理扁平化、運營集中化和業(yè)務(wù)專業(yè)化,提升管理效率和風(fēng)險抵御能力,為打造屹立不倒的“百年老店”奠定堅實基礎(chǔ)。 遵照“文獻回顧梳理——初始概念模型和研究命題構(gòu)建——結(jié)構(gòu)方程模型分析——現(xiàn)狀及問題分析——探索性案例研究——設(shè)計構(gòu)想提出”的行文思路,本研究立足于商業(yè)銀行經(jīng)營實踐,基于社會系統(tǒng)理論、價值鏈理論和流程管理理論,運用探索性案例研究、結(jié)構(gòu)方程模型分析方法,分析了組織體系、流程再造與銀行績效之間的關(guān)系,根據(jù)實證研究結(jié)論,提出商業(yè)銀行組織體系設(shè)計優(yōu)化構(gòu)想、事業(yè)部制設(shè)計構(gòu)想和流程再造設(shè)計構(gòu)想。全文主要包括四大部分內(nèi)容： 第一部分是本研究的第二章和第三章,系統(tǒng)回顧和梳理了有關(guān)商業(yè)銀行組織與流程再造的基礎(chǔ)理論和相關(guān)研究,并對商業(yè)銀行組織體系與銀行績效之間關(guān)系進行實證分析。首先,本研究通過梳理社會系統(tǒng)理論、價值鏈理論、流程再造理論的發(fā)展脈絡(luò),得到商業(yè)銀行組織與流程再造研究的理論依據(jù)。同時,對商業(yè)銀行組織與流程再造的國內(nèi)外研究現(xiàn)狀進行了梳理,通過對商業(yè)銀行組織體系、流程再造與組織績效等主要研究成果的整理,發(fā)現(xiàn)本研究的參考依據(jù)以及實現(xiàn)預(yù)期創(chuàng)新的研究切入點。其次,通過理論回顧和文獻探討,提出商業(yè)銀行組織體系、流程再造和績效表現(xiàn)的理論模型和初始假設(shè),商業(yè)銀行組織體系包括組織結(jié)構(gòu)、管控模式和關(guān)鍵能力等3個二級維度,流程再造主要包括業(yè)務(wù)流程和管理流程的優(yōu)化整合,績效表現(xiàn)包括客戶、市場和財務(wù)等3個二級維度。最后,通過對200多家國內(nèi)商業(yè)銀行(含外資行)的問卷調(diào)查獲得樣本數(shù)據(jù),運用結(jié)構(gòu)方程模型(SEM)對模型進行實證研究,估計模型相關(guān)參數(shù)。研究表明：(1)銀行的總分行多層組織結(jié)構(gòu)將向業(yè)務(wù)單元制組織結(jié)構(gòu)轉(zhuǎn)變；(2)銀行事業(yè)部改革或具有事業(yè)部特征的組織體系調(diào)整能有效提升銀行組織績效。組織結(jié)構(gòu)的扁平化和垂直化、流程的簡單化和標(biāo)準(zhǔn)化以及關(guān)鍵專業(yè)能力的提升是事業(yè)部制的核心內(nèi)容。事業(yè)部制可以實現(xiàn)組織結(jié)構(gòu)的扁平化、垂直化模式、市場導(dǎo)向的管控模式以及中后臺服務(wù)的共享；(3)流程再造是國內(nèi)商業(yè)銀行提升效率的關(guān)鍵舉措,可以有效提升銀行客戶績效和財務(wù)績效。 第二部分是本研究的第四章,提出“以客戶為中心”的商業(yè)銀行組織體系設(shè)計優(yōu)化構(gòu)想及流程。首先,闡明商業(yè)銀行組織體系設(shè)計的內(nèi)涵及發(fā)展趨勢,對比分析直線職能模式、事業(yè)部模式、矩陣模式、混合模式和網(wǎng)絡(luò)模式等主流銀行組織體系模式,并深入剖析從直線職能制向事業(yè)部制演進的邏輯——以客戶為中心,實現(xiàn)交易成本的節(jié)約和運營效率的提升；其次,分析提出了商業(yè)銀行組織體系設(shè)計的四大影響因素,即組織戰(zhàn)略、組織規(guī)模、生命周期和信息技術(shù)；再次,闡述了組織體系設(shè)計的總體目標(biāo)及設(shè)計思路,系統(tǒng)性提出了商業(yè)銀行組織體系設(shè)計框架,包括戰(zhàn)略管理、業(yè)務(wù)單元、風(fēng)險管理、資源配置、運營支持等涵蓋前中后臺五大模塊,實現(xiàn)各模塊職責(zé)分工明確,相互獨立又相互協(xié)同運作,共同構(gòu)成銀行組織體系設(shè)計的主體內(nèi)容,具體方案包括建立綜合性、一體化的戰(zhàn)略管理體系,實施客戶線與產(chǎn)品線并重的營銷管理,實行警察型或合作伙伴型風(fēng)險管理,搭建高效的資源配置體系,建立集中的運營支持體系。同時,深入探究了高效銀行組織體系應(yīng)具備的六大核心要素,即公司治理、“以客戶為中心”戰(zhàn)略、事業(yè)部制的組織結(jié)構(gòu)、全面風(fēng)險管理、價值導(dǎo)向的資源配置、集中統(tǒng)一的運營支持體系；最后,提出商業(yè)銀行組織體系設(shè)計優(yōu)化流程,包括現(xiàn)有體系評估、目標(biāo)體系設(shè)計、實施路徑規(guī)劃、持續(xù)優(yōu)化四個階段。 第三部分是本研究的第五章,提出商業(yè)銀行事業(yè)部制設(shè)計構(gòu)想。首先,在分析國內(nèi)商業(yè)銀行事業(yè)部制改革現(xiàn)狀的基礎(chǔ)上,揭示出事業(yè)部制改革中存在著過于依賴總分支行制、事業(yè)部制管理模式不完善、權(quán)責(zé)不匹配、信息溝通不暢等問題；其次,基于對先進銀行領(lǐng)先實踐的總結(jié)與借鑒,在事業(yè)部制改革的總體思路與目標(biāo)的指導(dǎo)下,分別設(shè)計公司金融事業(yè)部制和零售金融事業(yè)部制構(gòu)想,公司金融事業(yè)部制主要有客戶導(dǎo)向和產(chǎn)品導(dǎo)向兩種模式,零售金融事業(yè)部制主要有產(chǎn)品驅(qū)動型、產(chǎn)品和渠道共同驅(qū)動型和渠道驅(qū)動型三種模式；最后,從組織結(jié)構(gòu)、職能模塊劃分、運行模式、中后臺同步轉(zhuǎn)型四個維度提出公司金融事業(yè)部制改革構(gòu)想,從戰(zhàn)略定位與業(yè)務(wù)規(guī)劃、運行機制、產(chǎn)品創(chuàng)新、營銷服務(wù)以及考核激勵等方面提出零售金融事業(yè)部制改革構(gòu)想。 第四部分是本研究的第六章,提出商業(yè)銀行流程再造設(shè)計構(gòu)想。首先,在分析國內(nèi)商業(yè)銀行流程再造現(xiàn)狀的基礎(chǔ)上,揭示存在流程再造覆蓋面單一、深度不夠、尚未形成內(nèi)生機制以及流程再造效果不佳等問題。其次,系統(tǒng)總結(jié)基于精益六西格瑪管理的流程再造方法技術(shù)工具,闡述基于PRSS(六西格瑪再造銀行流程)的理論框架,并較為全面的提出基于六西格瑪管理的商業(yè)銀行流程再造的五大階段,即制定戰(zhàn)略目標(biāo)階段、原有流程評估階段、新流程的構(gòu)造、新舊流程轉(zhuǎn)換階段、可持續(xù)的改進流程。再次,設(shè)計提出商業(yè)銀行流程再造的目標(biāo)、模式、實施路徑及推進策略。提出流程再造的原則和目標(biāo),并對流程再造模式進行總結(jié)提煉,主要模式有：按照推進速度快慢,可以分為漸進式和激進式；按照實施主體的主動性,可以分為誘致式和強制式；按照實施的主體不同,可以分為需求主導(dǎo)型和供給主導(dǎo)型。同時,設(shè)計流程再造的七大實施步驟,從企業(yè)文化、組織體系、信息系統(tǒng)和風(fēng)控體系等維度提出流程再造的關(guān)鍵策略,并以風(fēng)險管理流程再造方案為案例進行詮釋。(4)完善流程持續(xù)改進的保障機制,包括搭建流程再造全面管理系統(tǒng)、強化信息科技服務(wù)能力、建立集中化數(shù)據(jù)平臺和運營管理和強化團隊建設(shè)和培訓(xùn)機制。 本研究主要創(chuàng)新之處在于：(1)將組織體系視為關(guān)系組織結(jié)構(gòu)、職能分工、管控模式、運營流程等多要素的有機系統(tǒng),進一步豐富和拓展了組織體系的研究內(nèi)涵。(2)通過增加流程再造為中介變量,構(gòu)建商業(yè)銀行組織體系——流程再造——銀行績效之間的實證分析模型,進一步深化了商業(yè)銀行組織體系與績效表現(xiàn)之間的實證研究。(3)針對公司金融業(yè)務(wù)和零售金融業(yè)務(wù)的不同特點,提出商業(yè)銀行事業(yè)部制的設(shè)計思路與目標(biāo)、設(shè)計模式選擇,并提出公司金融和零售金融事業(yè)部制改革構(gòu)想,進一步深化了對商業(yè)銀行組織體系的研究。 本研究豐富了商業(yè)銀行組織體系的內(nèi)涵和研究方法,進一步深化對商業(yè)銀行組織體系設(shè)計、事業(yè)部制改革和流程再造的研究,通過提升商業(yè)銀行組織體系設(shè)計優(yōu)化、事業(yè)部制改革與流程再造能力,構(gòu)建商業(yè)銀行核心競爭力,提高商業(yè)銀行精細(xì)化管理水平,增強商業(yè)銀行應(yīng)對經(jīng)營環(huán)境變化帶來的嚴(yán)峻挑戰(zhàn)的能力。
[Abstract]:In the international background of weak global economic recovery and more uncertain factors, China's economy is facing a series of severe challenges, such as the slowdown in foreign trade growth, the diminishing effect of capital investment, low total factor productivity, inadequate domestic demand vitality, imperfect market mechanism, high construction of local governments and active cross-border capital flow. Under the view, the living environment of commercial banks will change radically, such as the increasingly strict regulatory environment, the increasing diversity of financial demand, the rapid development of information technology, the continuous promotion of financial reform, the gradual breaking of the traditional industrial competition pattern and profit pattern, and the acceleration of the transformation of commercial banks to the economic crisis in the post financial crisis era. The key to the new requirements.
In September 16, 2013, Shang Fulin, chairman of China Banking Regulatory Commission, said at the thirteenth meeting of the China Banking Association: "running horses in circles" and blind spread of stalls have not adapted to the needs of the transformation and development of the banking industry. Commercial banks should proceed from the development of the banking industry. The essence of the transformation of commercial banks lies in the essence of the transformation of commercial banks in the following aspects: the transformation of the development concept from the external market to the internal benefit; the transformation of the development model from the extension expansion to the intension; the profit pattern is transformed from the profit margin to the high quality, high agreement, and high value-added financial services. One of the most important tasks is to design and optimize the organizational system of commercial banks. The organization system covers the organizational structure, control mode and business process of commercial banks. It is related to the quality, cost, efficiency and risk of a bank operation. It is the basis for the transformation of the whole body of the bank. It is the practice of intensive cultivation and characteristic development strategy. An important guarantee. From the current organizational system of domestic commercial banks, there is a general lack of effective unity between the design of the organization system and the development strategy of the bank; the business concept centered on the customer is not fully embodied; the reform of the business department system is still facing certain difficulties; the process reengineering can be further promoted, and the Citigroup, The development experience of the world famous commercial banks, such as HSBC and Deutsche, shows that, with the change and development of the macro-economy, the design and optimization of the organizational system of commercial banks, the establishment of the system of business and the continuous process reengineering can effectively improve the flexibility and synergy of the organization structure, and promote the flat management, centralized operation and professional business. To enhance management efficiency and risk resilience will lay a solid foundation for building a "century old shop" that stands firm.
In accordance with "review of literature review - initial conceptual model and research proposition construction - Analysis of structural equation model - Status and problem analysis - exploratory case study - design concept put forward", this study is based on business practice of commercial banks, based on social system theory, value chain theory and process management. In theory, using exploratory case study and structural equation model analysis method, the relationship between organization system, process reengineering and bank performance is analyzed. According to the conclusion of the empirical research, the design optimization concept of commercial bank organization system, the design conception of business department and the design of process redesign are put forward. The full text mainly includes four parts:
The first part is the second chapter and the third chapter of this study. It reviews and combs the basic theory and related research about the business bank organization and process reengineering, and makes an empirical analysis on the relationship between the organizational system of commercial banks and the performance of the bank. First, this study is made by combing the social system theory, value chain theory and process reengineering. The theoretical basis of the development of commercial bank organization and process reengineering is obtained. At the same time, the current research status of commercial bank organization and process reengineering is combed, and the reference and Realization of this research are found through the arrangement of the main research results of commercial bank organization system, process reengineering and organizational performance. Secondly, through the theoretical review and literature review, we put forward the theoretical model and initial hypothesis of the organizational system, process reengineering and performance performance of commercial banks. The commercial bank organization system includes 3 two levels of organizational structure, control mode and key capability, and the process reengineering mainly includes business process and management flow. The performance performance includes 3 two levels of customer, market and finance. Finally, through the questionnaire survey of more than 200 domestic commercial banks (including foreign banks), the sample data are obtained, and the structural equation model (SEM) is used to study the model and estimate the model related parameters. (1) the bank's general branch of the branch is a multi-layer group. The fabric structure will change to the organization structure of the business unit system; (2) the reform of the banking department or the adjustment of the organizational system with the characteristics of the business department can effectively improve the organizational performance of the bank. The flat and vertical structure of the organization, the simplification and standardization of the process and the promotion of the key professional ability are the core contents of the business department system. It can realize the flat structure, the vertical mode, the market oriented management and control mode and the sharing of the medium and back-end services. (3) the process reengineering is the key measure to improve the efficiency of the domestic commercial banks, which can effectively improve the bank's customer performance and financial performance.
The second part is the fourth chapter of this study. It proposes the design and process of the design and optimization of the "customer centered" commercial bank organization system. Firstly, it clarifies the connotation and development trend of the design of the commercial bank organization system, and compares and analyzes the mainstream banking organizations, such as the linear function model, the business model, the matrix model, the mixed mode and the network model. The system model, and in-depth analysis of the logic from the linear function to the evolution of the business system - taking customers as the center, to realize the saving of transaction costs and the improvement of operational efficiency; secondly, the analysis and analysis put forward four major factors affecting the design of the organization system of commercial banks, namely, organization strategy, organization scale, life cycle and information technology. The overall objectives and design ideas of the organization system design are described. The design framework of the commercial bank organization system is put forward systematically, including the five major modules in the front and middle stages, such as strategic management, business unit, risk management, resource allocation, operation support, etc., to realize the clear division of responsibilities of various modules, independent and cooperative operation of each other, together to form silver The main contents of the design of the line organization system include the establishment of comprehensive, integrated strategic management system, the implementation of the marketing management of the customer line and the product line, the police type or the partner type risk management, the establishment of an efficient resource allocation system and the establishment of a centralized operation support system. At the same time, the efficient bank is deeply explored. The organization system should have six core elements, namely, corporate governance, the "customer centered" strategy, the organization structure of the enterprise, the overall risk management, the value oriented resource allocation and the centralized and unified operation support system. Finally, the design and optimization process of the commercial bank organization system, including the existing system evaluation and the target system, are put forward. The implementation of the path planning, the continuous optimization of the four stages.
The third part is the fifth chapter of this study, put forward the design concept of business banking department system. First, on the basis of analyzing the current situation of the reform of the domestic commercial bank system, it reveals that there are many problems in the reform of the business department system, such as the overreliance on the total branch line system, the imperfect management mode of the business department, the mismatch of the power and responsibility, the poor information communication and so on. Secondly, based on the summary and reference of advanced banks' leading practice, under the guidance of the overall thinking and goal of the reform of the system, the company's financial undertakings system and the retail finance ministry system are designed respectively. The company financial sector system mainly has two modes of customer orientation and product orientation, and the main retail financial sector system has products. Driving type, product and channel co driven and channel driven three modes. Finally, from the organizational structure, function module division, operation mode, and the background synchronization transformation four dimensions of the corporate financial sector system reform concept, from strategic positioning and business planning, operation mechanism, product innovation, marketing service and assessment incentives and so on. We put forward the idea of the reform of the retail financial sector system.
The fourth part is the sixth chapter of this study, put forward the design conception of BPR for commercial banks. First, on the basis of analyzing the current situation of BPR domestic commercial banks, it reveals that there is a single problem of process reengineering, lack of depth, no endogenous mechanism and poor efficiency of process reengineering. Secondly, the systematic summary is based on lean six West. The method and technology tool of process reengineering, based on the PRSS (Six Sigma reengineering bank process) and the five stages of commercial bank process reengineering based on Six Sigma management, are put forward, that is to make the strategic target stage, the original process evaluation stage, the new process structure, the new and old process transformation stage, The goal, model, implementation path and promotion strategy of commercial bank process reengineering are put forward. The principles and goals of process reengineering are put forward, and the model of process reengineering is summarized and refined. The main models are: according to the speed of advancing speed, it can be divided into progressive and radical type; the initiative of the implementation subject is in accordance with the initiative of the implementation subject. It can be divided into inducement and compulsive type. According to the different subject of implementation, it can be divided into demand leading and supply leading. At the same time, the seven implementation steps of design process reengineering are put forward from the key strategies of enterprise culture, organization system, information system and wind control system, and the plan of process reengineering of risk management is taken. The case is explained. (4) improve the guarantee mechanism of continuous process improvement, including building a comprehensive management system for process reengineering, strengthening the ability of information technology service, establishing centralized data platform and operation management and strengthening team building and training mechanism.
The main innovations of this study are: (1) the organization system is regarded as the organic system of relationship organizational structure, functional division of labor, control mode, operation process and so on, which further enriches and expands the research connotation of the organization system. (2) building a commercial bank organization system - Process Reengineering by increasing the process reengineering as the intermediary variable. The empirical analysis model between bank performance further deepens the empirical study between the organizational system and performance performance of commercial banks. (3) in view of the different characteristics of the company's financial business and the retail financial business, the design ideas and objectives of the business banking system are proposed, the design pattern is chosen, and the financial and retail financial undertakings of the company are put forward. The reform of the ministry system further deepened the study of the organizational system of commercial banks.
This research enriches the connotation and research methods of the commercial bank organization system, further deepens the design of the commercial bank organization system, the reform of the business sector system and the process reengineering, through the improvement of the design and optimization of the commercial banks' organizational system, the ability of the reform of the business system and the reengineering of the process, the construction of the core competitiveness of commercial banks and the improvement of commercial banks. Meticulous management level will enhance the ability of commercial banks to cope with the severe challenges brought about by changes in business environment.
【學(xué)位授予單位】：武漢大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2014
【分類號】：F832.33

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