金融改革中銀行區域中心制度之個案研究

淡江大學機構典藏 > 商管學院 > 企業管理學系暨研究所 > 學位論文 > Item 987654321/33325

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題名:	金融改革中銀行區域中心制度之個案研究
其他題名:	A case study of financial revolution by the "banking regional center system"
作者:	王炳煌;Wang, Ping-huang
貢獻者:	淡江大學企業管理學系碩士在職專班洪英正;Hung, Ying-cheng;吳淑華;Wu, Shu-hua
關鍵詞:	區域中心;組織結構;組織精簡;金融改革;銀行經營績效;regional center system;downsizing;financial revolution;banking performance
日期:	2007
上傳時間:	2010-01-11 03:53:48 (UTC+8)
摘要:	本研究之個案銀行為百分之百公股之公營銀行組織，營業單位國內已達135 個營業點，員工人數5,700 餘人。本研究之宗旨，主要在透過理論探討對銀行界實務作法及特定案例進行分析，來研究探討金融改革過程中銀行區域中心制度之設計與其經營之模式。本研究目的有下列三點： 1.銀行成立區域中心之緣由及其影響因素為何？ 2.銀行成立區域中心對於經營績效之影響？ 3.銀行成立區域中心後，其應改進之地方有那些？本研究係以個案研究之方式進行，採用次級資料蒐集與訪談銀行業區域中心制度經營與行銷策略的制訂者或執行主管的方式，收集有關銀行業者在策略運用上的理念與執行之具體方案、計劃。本研究除詳閱報章雜誌有關區域中心分行制度之報導外，更多次訪問個案銀行的分行行員、襄理、經理、區域中心行員及總行人員，取得與研究主題相關之深入且完整的資訊以進行分析探討。以個案銀行實施「區域中心制」前後在盈餘、用人費用、逾期放款、營業費用等議題深入分析「區域中心制」及「傳統分行制」在績效上的表現，並在透過個案訪談資料整理出在區域中心制度下分行所遭遇到的種種問題之後，乃著手擬定對銀行區域中心現行制度之建議。本研究發現個案銀行設立「區域中心」能夠節省人力成本以低於競爭對手的成本，增加市場佔有率，並透過核心流程的改造，整併組織內重複之功能，將後勤作業集中，整合功能相同的部門，以節省營運成本，提昇競爭力。但該制度並無法在短期內提升櫃台服務品質，因為行員承受更大的業績壓力，大多數的櫃台作業人員並不願意轉任業務推展人員。而在與個案銀行工作人員訪談過程中，本研究發現個案銀行大多數的分行都有所抱怨，認為經營階層實施時間太過倉促、人員並未作好妥善的安排，在釋出分行人力，分行人員調往區域中心之後造成大多數分行人力吃緊，人手不足使得分行經營更加艱困。區域中心採任務編組方式設置，為總行派出單位，其位階等同總行部室，而此一新編制單位是否造成與分行相互爭權之情形發生則有待觀察，多數的分行員工認為企業金融、個人消費金融、催收、存匯業務對於個人在金融業的生涯發展均有幫助，但實施區域中心分行制度後，由於不同部門之間的輪調機率低，使得行員能熟練企業金融、個人消費金融、催收、存匯等業務的可能性降低，此或許是導致變革抗拒的原因之一。本研究建議個案銀行行員訓練不應僅止於通才之調訓，應能提供行員更專業化之訓練，培養個案銀行專業之金融人才，才不會在業務擴展時，遭遇人才短缺的窘境；更可達專業分工，提升競爭力及服務的效果。 The bank discussed in this research is a national one which owns 135 operation units and 5,700 staffs in Taiwan. The objectives of study is to discuss the real practice of banking regional center system for Taiwan banks and try to indicate the operation result and performance after implementation for some specified issues through the theory. Three purposes of this research are stated as follows: To discover the reasons of building up a banking regional center and its influences. To identify the influences of the banking regional center to its business performance. To advance the betterment suggestions after building up a banking regional center. It adopts the data of secondary materials from literatures and bank’s documents for this study, and also collects the information of management plan and marketing strategy from the managers who have been drawn up or execute the implementation of banking regional center system in their units. Thus, the whole roadmap information is also obtained from interviews with branch counter clerk, managers, and regional center staffs and headquarters officers for analysis. The comparison of performance on accounting earnings, HR cost, load behind time and operation cost between the regional center system and traditional branch management presents the analysis of both parties and shows up the better operation suggestion for the system. Several conclusions and benefits are discovered on this research after the implementation of banking regional center system for this case bank, 1. To reduce the manpower cost to increase the market share with competitor. 2. To increase the performance after concentrating the supporting operation and integrating the functional departments in organization through the business process reengineering. 3. To reduce the management cost for operation. However, the implementation of banking rational center system did not increase the satisfactions of counter service quality in short time due to the heavy business pressure and increasing loading to counter clerks. Most clerks are not willing to play the role of executive since it is rush to them for taking the change, and an insufficient arrangement for manpower allocation is also the reason of change resistance. The banking regional center system is a new policy for this case bank, but the new organization form is also to be considered as a competitor or stressors to branch banks, and to divvy the resource from branch banks to regional center. Furthermore, the resistance of change from staffs maybe also another reason for hard implementation in the future.
顯示於類別:	[企業管理學系暨研究所] 學位論文

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