商业银行实施扁平化的利弊分析(Analysis of the advantages and disadvantages of flattening commercial Banks).docVIP

商业银行实施扁平化的利弊分析(Analysis of the advantages and disadvantages of flattening commercial Banks).doc

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商业银行实施扁平化的利弊分析(Analysis of the advantages and disadvantages of flattening commercial Banks) In early 2004, the China banking regulatory commission issued on the bank of China, China construction bank corporation governance and regulatory commission, defined the two pilot Banks shall, in accordance with the principle of intensive management practice the delayering and vertical management, business integration, business process and management process optimization of organizational structure system, perfecting the allocation of resources, improve the efficiency of business operation , the organization structure reform as the two Banks share-holding system reform of one of the ten major task. At the end of 2004, President liu mingkang made it clear that flat and vertical is the direction of commercial bank management and affirmed the organizational structure of our bank. And, in our overall vision of the organization structure reengineering, draw lessons from the mainstream of the international commercial bank organizational structure pattern, fully considering the national conditions and market, and gradually formed take the customer as the center, in order to benefit as the goal, before, during and division of the background checks, vertical, horizontal, flat, specialization of organizational structure in order to really improve our ability of marketing, operation and management efficiency and the effectiveness of risk control. So, what is flat management? What are the pros and cons of flat management? What problems should commercial Banks pay attention to in the implementation of flat management? I. related concepts of flat management To have a real understanding of the concept of flat management, there are several other basic concepts that must be identified: A. Spanofcontrol: the number of subordinates or departments under the jurisdiction of a manager. The range of management is limited, and the effective management scope depends on various factors. When the range

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