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论文编号：	6940
作者编号：	2220110906
上传时间：	2014/12/8 17:11:52
中文题目：	民生银行事业部制改革研究
英文题目：	Research on the Reform of Minsheng Bank’s Organization
指导老师：	韩德昌
中文关键字：	民生银行；金融事业部；集权分权；改革方案
英文关键字：	Minsheng Bank; Finance Division; Centralization and Division of Power ; Reform Measures
中文摘要：	由于越来越强烈的竞争压力，我国商业银行纷纷选择了组织结构变革来作为应对措施。事业部制是商业银行组织变革的一个主要方向。在西方发达国家，商业银行事业部制已经运行了二十多年，逐渐成为一种趋势，并取得了良好的业绩。而我国商业银行的事业部制改革才刚刚起步，遭遇了一些反复和挫折。民生银行是我国商业银行中实施事业部制最坚定的，也是最彻底的。通过对民生银行的事业部制改革的案例研究，有助于我们理解我国商业银行改革的问题以及出路，也有助于提升民生银行事业部制改革的绩效。本文在对组织结构理论、现代事业部制理论和商业银行事业部制研究的基础上，分析了民生银行事业部制改革的历程以及主要问题，并给出了进一步改革的思路。民生银行的事业部制从2007年开始全面实施，已经初步建成了金融事业部体系，但相关的配套制度还有一定欠缺、内部激励与约束机制还有待进一步构建。和国际著名商业银行一样，民生银行的事业部制改革采用了集中经营和分权相结合的思路，把分行的各项业务收归总行，建立业务方面的事业部，按产品或行业的不同集中经营某项事业，在独立的事业部内部实行集权。这种事业部制改革取得了一定的成就，初步建立起了规划的商业银行事业部制，也提升了业绩。但是仍然存在集权和分权关系不清的根本问题。分行丧失权力和利益以后积极性严重下降，而总部的事业部和职能部门之间仍然存在着职能重叠，导致了混乱的局面。为了推行事业部制，有必要从业务流程、组织结构、风险管理和绩效考核四个模块进行深化改革。要按照价值链再造业务流程、要赋予分行一定的激励、要廓清事业部、分行和总部职能部门的权责界限与角色定位，要树立全面的风险管理控制理念与体系，要建立以EVA和BSC为主的绩效考核体系。本文的创新处主要有二处，首先本文是关于一个典型的事业部制商业银行改革进程的详细分析，丰富了商业银行事业部制的经验研究，其次本文也从现实提炼出理论，试图从理论高度回答商业银行事业部制改革的一些问题，这也丰富了商业银行事业部制的理论研究。
英文摘要：	As more and more intense competitive pressures, China's commercial banks have chosen to change the organizational structure as a response. Division system is a commercial bank as a major organizational change direction. In the Western developed countries, commercial banks have been running division system for over two decades, gradually become a trend, and achieved good results. The Division of Commercial Bank reform has just started, some repeatedly, and suffered setbacks. Commercial Bank of China Minsheng Bank is a division in the implementation of the system's staunchest and most thorough. Minsheng Bank's business by the Department of Reform case studies help us understand the issue of banking reform in China as well as commercial outlets, but also help to improve the livelihood of Banking Division reform performance. In this paper, the organizational structure theory, system theory and the modern division division system of commercial banks based on the division of the Minsheng Bank and the main course of reform issues, and gives ideas for further reform. And international well-known commercial banks, Minsheng Bank's operating management system reform and decentralization with a focus on the combination of ideas, the business reverted to the head office branch, the establishment of operational business unit, by product or industry centralized management of a different cause, the cause of independence to implement centralized within the Department.Reform of this division has made some achievements, set up the initial planning of the commercial bank division system, but also improve the performance. However, centralization and decentralization is still unclear relationship between the fundamental problem. Branches of power and interests of serious decline after the initiative, while the division headquarters and functions overlap between the functions still exist, leading to a chaotic situation. In order to implement division system, it is necessary from a business process, organizational structure, risk management and performance evaluation of four modules deepen the reform. In accordance with the value chain reengineering business processes, to give the branch a certain incentive to clear up a division, branch and headquarters functions and roles of responsibilities limits, to establish a comprehensive risk management control concepts and systems, to establish EVA and BSC-based performance appraisal system. Innovation of this paper is two, the paper is about the division of a typical system of commercial banks detailed analysis of the reform process and enrich the commercial banking division system of empirical research, followed by this to extract theory from reality, trying to the level of theory Commercial Banking Department to answer a number of reform issues, which enriches the commercial bank division system theory.
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