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论文编号：	14384
作者编号：	2320200458
上传时间：	2023/12/12 23:12:46
中文题目：	G银行风险文化建设研究
英文题目：	Research on the Construction of Risk Culture in G Bank
指导老师：	王学秀
中文关键字：	银行；风险管理；风险文化；改进措施
英文关键字：	bank；Risk management；Risk culture；improvement measures
中文摘要：	在银行业不断进步和发展的过程当中，经营风险是不可规避的一种典型的危机。银行业在风险承担以及在风险应对过程中所做出决策的科学性与银行自身盈利能力增强以及经营成败之间存在十分密切的关联性。席罗杰·富古林曾经给出过这样的表述：“正是由于风险的存在，正是由于需要进行风险的承担，才让银行业朝着更为壮大、更为繁荣的方向不断发展和进步。如果失去了承担风险这一关键经济职能，银行也就失去了存在的价值和意义。”风险可以进行度量评价，同样也可以进行管理和转移，然而任何一种风险都不可能完全的规避消除。从根本上看，现代银行经营管理的发展环节其实就是进行风险转移及风险度量的基本过程。从这一个维度上进行分析，现代银行要想实现自身核心竞争力的优势，风险管理能力的强化是最需要关注的，现代银行应该在文化建设过程中全面的融入风险文化的相关要素。在银行日益运行和进步的过程当中，有良好的风险文化作为支撑，能够让银行获得节节攀升的良好契机。 为促进G银行风险文化建设，本文运用文献研究法和案例分析法，结合目前已有的企业文化、风险文化理论研究成果，以G银行风险文化建设现状为切入点，研究G银行在风险文化建设方面所存在主要问题，并分析其成因。通过收集内部资料和员工访谈发现，G银行目前存在风险文化意识缺失、考核评价体系的不健全、缺乏完善的风险监管与资源支持等问题。围绕上述题目，本文从风险文化理念的凝练与宣贯、强化领导层对风险文化建设的重视、通过制度创新促进风险文化建设、通过优化组织结构与流程强化风险管理建设、通过提升员工职业道德与素养加强风险文化建设五个方面进行深入探究。最后，从人力资源、技术、资金三个角度提出风险文化建设配套保障措施。 本文通过G银行风险文化建设的实际研究，为我国传统国有银行风险文化建设提供一定的理论指导和实际借鉴价值。同时，对身处战略转型期和成长困惑期的银行提供了发展策略上的思路，有助于其在日趋复杂多变且竞争加大的市场竞争中实现自身的突破，走上高质量发展的道路。
英文摘要：	In the banking industry, operational risk is an inevitable crisis that cannot be avoided, despite continuous progress and development. Scientific decision-making in risk assumption and response is closely linked to a bank's profitability, as well as the success or failure of its operations. Cyril Foggelin once stated that risks are necessary for the banking industry to develop and progress towards greater strength and prosperity. Without the key economic function of risk assumption, banks lose their value and significance. While risks can be measured, evaluated, managed, and transferred, they cannot be completely avoided or eliminated. In fact, the development process of modern bank management is essentially a process of risk transfer and measurement. Therefore, to achieve a continuous increase in core competitiveness, modern banks must focus on strengthening their risk management capabilities. This includes fully integrating relevant elements of risk culture into the cultural construction process. With a strong risk culture as support, banks can seize excellent opportunities for continuous improvement as they run and progress. This study examines the challenges associated with establishing a risk culture within G Bank. It employs a combination of literature research and case analysis to investigate the existing theoretical research on corporate culture and risk culture. The analysis is centred on the current state of risk culture construction within G Bank, aiming to identify the underlying causes of the observed challenges. Based on an analysis of internal data and employee interviews, it has been determined that G Bank faces several challenges, including a deficiency in risk culture awareness, an imperfect evaluation system, and inadequate risk supervision and resource support. This paper conducts a comprehensive examination of the aforementioned subjects, delving into five key areas: the succinctness and visibility of the risk culture concept, enhancing leadership's commitment to risk culture development, advancing risk culture construction through institutional innovation, bolstering risk management through optimising organisational structure and processes, and fortifying risk culture through the enhancement of employees' professional ethics and literacy. This paper presents supporting measures for the establishment of a risk culture from the perspectives of human resources, technology, and capital. This paper offers theoretical guidance and practical reference value for the risk culture construction of traditional state-owned banks in China, based on practical research conducted on G Bank's risk culture construction. Simultaneously, this study offers banks with development strategy insights during periods of strategic transition and growth ambiguity. These insights prove beneficial in enabling banks to attain their own breakthroughs amidst the progressively intricate and volatile market competition, thereby facilitating their journey towards high-quality development.
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