發(fā)布時(shí)間：2018-04-24 21:15

  本文選題：光大銀行 + 柜面業(yè)務(wù)�。� 參考：《吉林財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：隨著經(jīng)濟(jì)全球一體化的發(fā)展,銀行的規(guī)模和專(zhuān)業(yè)程度不斷加深擴(kuò)大,操作風(fēng)險(xiǎn)管理成為制約金融業(yè)健康有序發(fā)展的最重要的問(wèn)題。為了適應(yīng)新形勢(shì)下的市場(chǎng)環(huán)境,在2004年巴塞爾監(jiān)管委員會(huì)正式發(fā)布了《新資本協(xié)議》,并將操作風(fēng)險(xiǎn)第一次納入了管理框架內(nèi),《新資本協(xié)議》的發(fā)布對(duì)國(guó)際銀行業(yè)操作風(fēng)險(xiǎn)管理提出了新的要求。從我國(guó)金融業(yè)發(fā)展進(jìn)程來(lái)看,國(guó)內(nèi)的很多商業(yè)銀行開(kāi)始借鑒國(guó)際經(jīng)驗(yàn),立足于以客戶(hù)為中心,大力發(fā)展柜面業(yè)務(wù)集中處理的運(yùn)營(yíng)方式,提高業(yè)務(wù)處理的效率,降低了業(yè)務(wù)流轉(zhuǎn)過(guò)程中的風(fēng)險(xiǎn)程度,提高市場(chǎng)競(jìng)爭(zhēng)力。由于我國(guó)金融業(yè)起步較晚,很多由于不完善的內(nèi)部程序、人員管理及系統(tǒng)落后等操作風(fēng)險(xiǎn)原因造成了很大的經(jīng)濟(jì)損失,各類(lèi)操作風(fēng)險(xiǎn)的產(chǎn)生和轉(zhuǎn)移伴隨著運(yùn)營(yíng)方式的改變而改變,操作風(fēng)險(xiǎn)的監(jiān)控、預(yù)防和評(píng)估成為推動(dòng)我國(guó)銀行業(yè)發(fā)展的重要環(huán)節(jié)。本文首先回顧了國(guó)內(nèi)外商業(yè)銀行內(nèi)部風(fēng)險(xiǎn)控制的發(fā)展歷程,在充分了解國(guó)內(nèi)外商業(yè)銀行關(guān)于內(nèi)部風(fēng)險(xiǎn)控制研究現(xiàn)狀的基礎(chǔ)上,同時(shí)對(duì)我國(guó)商業(yè)銀行柜面業(yè)務(wù)操作風(fēng)險(xiǎn)管理進(jìn)行了梳理。在對(duì)全國(guó)商業(yè)銀行的柜面業(yè)務(wù)操作風(fēng)險(xiǎn)管理現(xiàn)狀深入了解,并其存在的主要問(wèn)題進(jìn)行分析之后,以光大銀行長(zhǎng)春東盛大街支行為研究對(duì)象,深入地分析了光大銀行長(zhǎng)春東盛大街支行柜面業(yè)務(wù)操作風(fēng)險(xiǎn)管理存在的問(wèn)題及原因,對(duì)商業(yè)銀行柜面業(yè)務(wù)的特點(diǎn)和概況進(jìn)行介紹,對(duì)光大銀行長(zhǎng)春東盛大街支行柜面業(yè)務(wù)操作風(fēng)險(xiǎn)管理具體情況進(jìn)行了分析,光大銀行長(zhǎng)春東盛大街支行柜面業(yè)務(wù)操作存在的主要問(wèn)題為集中在內(nèi)控機(jī)制、管理導(dǎo)向、業(yè)務(wù)流程、管理制度和隊(duì)伍建設(shè)等五個(gè)方面,本文以商業(yè)銀行柜面操作風(fēng)險(xiǎn)等相關(guān)理論為基礎(chǔ),分析光大東盛支行的柜面業(yè)務(wù)操作流程中存在的主要問(wèn)題,從實(shí)際出發(fā)提出完善柜面業(yè)務(wù)操作風(fēng)險(xiǎn)的措施,為柜面業(yè)務(wù)操作風(fēng)險(xiǎn)管理提供理論支持,通過(guò)借鑒國(guó)外先進(jìn)的管理理念,建立一套科學(xué)有效的操作風(fēng)險(xiǎn)管理體系,強(qiáng)化操作風(fēng)險(xiǎn)管理,降低柜面業(yè)務(wù)風(fēng)險(xiǎn),提升品牌價(jià)值,提高市場(chǎng)競(jìng)爭(zhēng)力,為光大銀行長(zhǎng)春東盛大街支行提供政策建議,理論支持。
[Abstract]:With the development of global economic integration, the scale and professional degree of banks are deepening and expanding, and operational risk management has become the most important problem that restricts the healthy and orderly development of financial industry. In order to adapt to the market environment in the new situation, In 2004, the Basel Supervision Committee formally issued the New Capital Accord, and brought operational risk into the management framework for the first time. The release of the New Capital Accord puts forward new requirements for the international banking operational risk management. From the perspective of the development process of China's financial industry, many domestic commercial banks begin to draw lessons from international experience, base themselves on customer-centered, vigorously develop the operation mode of centralized processing of counter business, and improve the efficiency of business processing. Reduce the risk level in the process of business circulation, improve market competitiveness. Due to the late start of China's financial industry, many operational risks such as imperfect internal procedures, personnel management and system backwardness have caused great economic losses. The generation and transfer of various operational risks change with the change of operation mode. Monitoring, prevention and evaluation of operational risks become an important link to promote the development of China's banking industry. This paper first reviews the development of internal risk control of commercial banks at home and abroad, on the basis of fully understanding the domestic and foreign commercial banks on the research status of internal risk control. At the same time, the operational risk management of China's commercial banks counter business has been combed. After deeply understanding the current situation of the operational risk management of the national commercial banks' counter business, and analyzing the main problems existing in it, the research object of Changchun Dongsheng Street Branch of Everbright Bank is taken as the research object. This paper deeply analyzes the problems and causes of the operational risk management of the counter business of Changchun Dongsheng Street Branch of Everbright Bank, and introduces the characteristics and general situation of the counter business of the commercial bank. This paper analyzes the concrete situation of the operation risk management of Changchun Dongsheng Street Branch of Everbright Bank. The main problems of the counter business operation of Changchun Dongsheng Street Branch of Everbright Bank are focused on the internal control mechanism, management orientation, business process. On the basis of the related theories, such as management system and team construction, this paper analyzes the main problems in the counter business operation process of Everbright Dongsheng Branch. From the practical point of view, the paper puts forward the measures to perfect the operational risk of the counter business, provides theoretical support for the management of the operational risk of the counter business, and establishes a set of scientific and effective operational risk management system by referring to the advanced management concepts of foreign countries. Strengthen operational risk management, reduce counter business risk, enhance brand value, improve market competitiveness, provide policy advice and theoretical support for Everbright Bank Changchun Dongsheng Street Branch.
【學(xué)位授予單位】：吉林財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F832.2

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