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论文编号：	9745
作者编号：	2120152589
上传时间：	2017/12/9 23:00:28
中文题目：	A银行青岛分行后台集中运营操作风险控制研究
英文题目：	Research On Risk Control of Backstage Centralized Operation Banking System:The Case of Bank A
指导老师：	王健友
中文关键字：	操作风险 后台集中运营 商业银行 风险控制
英文关键字：	operational risk, backstage centralized operation, commercial bank,risk control
中文摘要：	在经济高速发展的今天，我国各商业银行不断创新金融服务和金融产品，致力于发展并改进银行的风险管理及内部控制，业务范围和业务种类持续增加，经营效益得到不断提高。然而，仍然有不少矛盾和问题存在于商业银行的体制和机制当中，传统运营模式的弊端日益凸显。针对这一形势，国内商业银行开始借鉴国外“运营工业化”管理模式，将银行前后台业务分开处理，建立运营后台中心，既提高了业务处理效率，又将业务风险集中后移，便于风险的集中管控，从而有效提高运营管理集约化水平。但后台集中运营模式的出现也不可避免地存在着新的弊端，随着复杂多变的国际宏观经济形势的发展，各种金融新业务、金融新产品的出现扩大了后台集中运营操作风险的范围，而操作风险从前台向后台的集中转移加大了后台集中运营操作风险的管理难度。现阶段，找到切实可行的操作风险控制措施和方法是保证后台集中运营模式顺利运行、提升商业银行运营管理水平的前提和基础。 本文以A银行青岛分行后台集中运营操作风险控制为主要研究内容，首先简要概述了选题的背景与意义、商业银行运营操作风险的定义、表现、控制意义、国内外研究现状以及国外对运营操作风险的控制经验，分析A银行青岛分行后台集中运营操作风险控制现状后，找到了A银行后台集中运营操作风险控制存在的问题和成因，主要包括：各项规章制度及监管政策不够完善、业务流程和操作风险管理流程设计均存在缺陷、业务系统设计及更新存在弊端、业务风险控制要求与营销发展之间存在矛盾、人员结构不合理、业务素质有待提高。据此，通过建立完善内部操作风险防控体系、创新集中运营工作模式、改进运营业务管理方式三个方面进行组织设计改进，并从制度保障、流程保障、系统保障、人员保障和加强管理五个角度提出了相关的改进保障措施，这些针对性措施的提出为A银行后台集中运营操作风险控制存在的问题提供了具有参考性的解决方法，对A银行运营后台中心操作风险控制水平的提高具有实践性意义。图3幅，参考文献37篇。
英文摘要：	In recent years, Chinese commercial banks have greatly strengthened risk management and internal control, innovated financial products and services；Operating effectiveness has gradually improved, and the types and scope of business continue to expand. However, there are still many contradictions and problems in the system and mechanism of commercial banks, and the disadvantages of the traditional operation mode are becoming increasingly prominent. In view of this situation, domestic commercial banks began to draw lessons from foreign "operation industrialization" management model；they separate the front and back banking, and set up the back-office operation center；To effectively improve the level of intensive management，it not only improves the efficiency of business process, but also move the business risk back to the background to centralized control of risk。Background centralized operation mode also inevitably has new drawbacks。With the development of complex international macroeconomic situation，the more and more new financial products and business increase operational risk of centralized operations in the background, the transfer of operational risk increases the difficulty of the management in centralized operation risk. At the present stage，the effective operational risk control measures and methods are the prerequisite and basis for ensuring the smooth operation of the centralized operation mode and promoting the operation and management level of commercial banks. The main research content of this paper is the control of operational risk in Qingdao branch of A bank. First, this paper briefly describes the background and significance of the selected topic, the definition and performance and control significance of operational risk of commercial banks, the research status at home and abroad as well as the foreign experience of the operational risk control. Then, this paper analyzes the current situation of operational risk control in the centralized operation of Qingdao branch. Finally, we find the problems and causes of the operational risk control in the centralized operation of the A bank. It mainly includes: imperfect rules and regulations and regulatory policies, flawed business processes and risk management flow design, defective business system design and updating, the contradiction between the requirements of business risk control and the development of marketing, the unreasonable structure of personnel, the poor quality of professional. Therefore, we improve organizational design in establishing and improving the internal operational risk prevention and control system, innovating centralized operation mode, improving management of operation business and propose improving safeguard measures in institution, procedure, system, personnel, management. These targeted measures provide a reference solution for the problems existing in the operation risk control of the centralized operation of the A bank and have practical significance for improving the operational risk control level of A bank operation center.
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