我国商业银行管理流程创新与改革.pdfVIP

要 伴随着我国商业银行体制改革，尤其是部分商业银行股改上市的步伐，现代 化的金融发展趋势对原来的国内商业银行从制度办法到管理上都提出了越来越苛 刻的要求。部分国内商业银行虽然通过股份制改造能使产权清晰，但并不代表就 一定建立起了良好的企业组织制度。因此，国内商业银行无论其是否已经完成改 制，在一方面考虑从产权上进行深度改革的同时，亦应考虑如何做到体制外改革 的同步，即如何建立起面向市场、客户导向的组织结构体系，打破原有的传统的 “部门银行”，建立起现代的 “流程银行”。 本文通过对现代国内商业银行通用的信息技术架构分析，建立起基本模型， 将每项金融活动细分为帐户、总帐、当事人、协议、产品、介质、渠道七个流程 后， 进一步明确出现代商业银行的各部门及人员在这七个流程中各自所扮演的 角色，从而首创提出 “流程银行”银行渠道层客户中心管理、银行业务层服务中 心管理、银行核心层运营中心管理和银行管理层资源配置中心四个流程中心，与 此同时，就如何具体实现银行各流程业务的创新和拓展等，本文还结合银行业务 实际得出了现代商业银行部门设置、人员配置及薪酬体系构建的一些构想。 关键词：银行管理 劳动分工 流程 创新 改革 1 Abstract Accompanied by structural reform, modern financial market requires Chinese commercial banks to take critical measures to face the challenging situation. After some of their transformation in line with stock system, the Chinese commercial banks have made it clear its property right. By establishing favorable enterprise property system, the role of commercial banks as governmental administrators may be vanished and the role as enterprises may be strengthened. But a good and clear and smoothly-operated property system does not stand for a good enterprise organization. Therefore, other measures rather than property system itself should be taken and they are maybe much more effective. Chinese commercial banks including those not in stock market should take their markets and customers as their highest priority and under this condition to have their business process restructured and reengineered and therefore, the role of Department Bank” should be substituted by the role of Process Bank”. The thesis concludes such a concept model based on mostly used IT system of Chinese commercial banks: firstly, divide every business process of bank into seven steps-account, general account, customer, agree