商业银行机构扁平化管理改革案例研究——以工商银行山东省莱芜市分行为例

A Reform Case Study of Organizational Flattening Management in Commercial Banking ——Based on Laiwu Branch, Shangdong, ICBC

以分支机构整合为切入点,从市场拓展、业务管理、服务监督等三个方面推进机构扁平化管理改革,是商业银行适应经营环境和客户需求变化,提升管理效能和竞争合力的重要举措。工商银行山东省莱芜市分行于2001年开始进行了机构和业务扁平化管理改革试点,在调整支行职能、优化网点布局、革新组织架构、构建一体化核算和管理会计体系、重塑服务监督机制等方面进行了系统的探索。试点取得了良好的成效,也暴露了网点管理机制尚未理顺,部室及员工绩效考核、激励办法不够完善,人才不足,教育培训需求远未满足等一系列突出的问题。本文围绕该行机构扁平化管理改革试点案例,对该行试点措施、成效及问题进行了详细的分析,并进一步探讨了下一步改革的思路,旨在为商业银行机构管理体制改革提供一份案例参考。

To push forward the reform of organizational flattening management by integrating branch structures through market expansion, business management and service supervision is an important move for commercial banks to adapt to changing operation environment and customers＇ demand and to improve management efficiency and comprehensive competitiveness. Starting from 2001, Laiwu Branch, Shangdong, ICBC launched a pilot reform in flattening management over organization and business operation and tried out systematically in adjusting branch functions, optimizing network layout, reforming organizational structure, establishing an integrated accounting and management accounting system and reshaping service supervision mechanism. Although it turned out to be a success, serious problems still persist, such as improper network management mechanism, inadequate performance appraisal of departments and staff, poor incentives program, lack of talents and insufficient training. This paper makes an in-depth analysis of the measures, results and problems around this issue and explores ways to further the reform so as to provide a reference case to commercial banks in this respect.