本文關(guān)鍵詞：F商業(yè)銀行財(cái)務(wù)共享服務(wù)中心運(yùn)營(yíng)管理研究　出處：《云南大學(xué)》2016年碩士論文　論文類(lèi)型：學(xué)位論文

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【摘要】：隨著信息技術(shù)的發(fā)展和經(jīng)濟(jì)全球化的深入,國(guó)內(nèi)外大型集團(tuán)公司在財(cái)務(wù)管理領(lǐng)域中推行財(cái)務(wù)共享服務(wù),通過(guò)對(duì)財(cái)務(wù)部門(mén)職能分工、財(cái)務(wù)管理流程再造、信息技術(shù)與財(cái)務(wù)管理結(jié)合、建立財(cái)務(wù)共享服務(wù)中心,為企業(yè)提供高效的財(cái)務(wù)日常事務(wù)處理和專業(yè)化服務(wù)。財(cái)務(wù)共享服務(wù)中心的運(yùn)營(yíng)和管理主要包括文化和人員管理、績(jī)效管理、內(nèi)部控制和質(zhì)量管理等內(nèi)容。文化是一個(gè)組織的靈魂和持續(xù)發(fā)展的動(dòng)力,人員管理是組織正常運(yùn)作的保障；績(jī)效管理是對(duì)組織運(yùn)作整體表現(xiàn)的評(píng)價(jià),關(guān)注績(jī)效管理才能確保組織輸出優(yōu)質(zhì)服務(wù)或產(chǎn)品、創(chuàng)造價(jià)值；加強(qiáng)內(nèi)部控制和質(zhì)量管理保障了輸出服務(wù)或產(chǎn)品質(zhì)量安全可靠。F商業(yè)銀行的財(cái)務(wù)共享服務(wù)中心上線運(yùn)行后,提高了業(yè)務(wù)處理效率、解放財(cái)務(wù)人員生產(chǎn)力,但仍然存在質(zhì)量管理機(jī)制不健全、績(jī)效考核體系缺失等問(wèn)題。為完善財(cái)務(wù)共享服務(wù)中心運(yùn)營(yíng)管理機(jī)制、提升服務(wù)質(zhì)量、防范財(cái)務(wù)風(fēng)險(xiǎn),本文提出在質(zhì)量管理中運(yùn)用PDCA循環(huán)管理方法,搭建包括計(jì)劃(P)、執(zhí)行(D)、檢查(C)、糾正(A)四個(gè)環(huán)節(jié)的循環(huán)的質(zhì)量管理模式,用于持續(xù)改善共享服務(wù)中心的質(zhì)量標(biāo)準(zhǔn),有效防范財(cái)務(wù)內(nèi)控風(fēng)險(xiǎn)。此外引入平衡計(jì)分卡對(duì)共享服務(wù)中心進(jìn)行績(jī)效考核,綜合運(yùn)用平衡計(jì)分卡中除財(cái)務(wù)指標(biāo)外的三個(gè)維度,即客戶、內(nèi)部流程、學(xué)習(xí)和成長(zhǎng)維度,建立績(jī)效考核體系,發(fā)揮激勵(lì)作用,促進(jìn)財(cái)務(wù)共享服務(wù)中心績(jī)效提升。
[Abstract]:With the development of information technology and the deepening of economic globalization, financial shared services in the implementation of financial management in the field of domestic and foreign large-scale group company, the Finance Department of the division of functions, financial management process reengineering, the combination of information technology and financial management, to establish financial shared service center, providing efficient financial daily transaction processing and professional services for the operation and management of enterprises. The Financial Shared Service Center mainly includes cultural and personnel management, performance management, internal control and quality management. A dynamic culture is the soul of the organization and the sustainable development of the organization, personnel management is the normal operation of the security; performance management is to evaluate the overall performance of the organization, focus on performance management in order to ensure that the organization output quality of services or products, create value; guarantee the output of products or services to enhance the quality of internal control and quality management On the safe and reliable operation of.F Commercial Bank Financial Shared Service Center, improve the efficiency of business processing, the financial staff productivity, but there are still some quality management mechanism is not perfect, the performance appraisal system. In order to improve the lack of Financial Shared Service Center operation and management mechanism, improve service quality, to prevent financial risks, this paper proposes the use of PDCA cycle management method in quality management, including building plan (P), executive (D), (C), check the correct (A) cycle model of quality management four aspects of the quality standard for continuous improvement of the shared service center, effective prevention of financial risk. In addition to the introduction of the Balanced Scorecard performance appraisal for sharing the service center, the integrated use of the Balanced Scorecard in the financial indicators of three dimensions, namely, customer, internal processes, learning and growth dimensions, and establish performance appraisal system, incentive effect, Promote the performance improvement of the Financial Sharing Service Center.

【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：F832.33
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本文編號(hào)：1356396