国有商业银行分支机构调整战略及规划探析

我国国有商业银行在分支机构管理上存在着分支机构总量过于庞大、人员过多、布局缺乏地区定位以及管理链条较长等问题,导致的结果就是管理成本高、市场反应速度慢,这将不利于其在日益激烈的同业竞争中获胜.据此,结合我国区域经济发展的特征和金融资源的分布情况,参照国际商业银行分支机构管理的经验,作者提出了国有商业银行分支机构调整战略目标以及"一个重心,三条主线"的战略规划,"一个重心"主要是指以中心城市行为发展重心;"三条主线"包括纵向的组织结构扁平化、横向的网点区域布局调整以及按业务流程对组织架构进行整合.

Investigation into Adjustment Strategy and Plan of Branches of State-Owned Commercial Banks

As far as branch management is concerned, our state-owned commercial banks are plagued with problems like overlarge number of branches, overstaffed organizations, position-less regional layout and overlong management chain. The resultis high management cost and slow market response. Such a situation will make it hard for state-owned commercial banks to emerge victorious in the ever-bitter competition within the industry. Therefore, in consideration of the characteristics of regional economic development and distribution of financial resources in our country, and based on the experience from international commercial banks in branch management, the author puts forward a strategic objective of branch adjustment for state-owned commercial banks and a strategic plan of "One Stress and Three Key Lines. " By "One Stress" it is meant that development should be focused on branches in center cities and "Three Key Lines" refer to flattening of vertical organization structure, adjustment of horizontal network and integration of organization framework in light of workflow.