浅议商业银行财务管理创新

我国加入WTO,中资商业银行与外资银行竞争日趋激烈,如何尽快通过财务管理创新,提升银行财务管理能力,不断增强商业银行竞争力,是我们面临的一个重要课题.笔者结合工作实际,对此作些分析与思考.     

如何构建经营决策支持型的财务管理体系

本文对大力加强以决策支持为目标的财务职能建设,就如何建立以"经营核算-预算-经营分析-业绩评估"为核心的财务管理体系提出了具体思路和方法,同时,提出了确保该体系有效运行的基础保障措施。通过建立与完善决策支持型的财务管理体系,为企业决策提供支撑,为推动公司发展战略目标的实现发挥财务管理的价值。     

浅析我国农村商业银行财务管理存在的问题及对策

随着我国经济的不断发展,许多国外的银行也进入到中国市场,这在很大的程度上对国内银行的经营发展产生了冲击。作为以"服务三农"为主旨的农村商业银行,更是在这场竞争中处于劣势地位。而财务管理工作是银行工作过程中最为核心的内容,在商业银行的经营过程中显得尤为重要。只有加强财务管理工作,才能更好地提升农村商业银行在行业中的竞争力,更好的使银行的效益得到保障。这篇文章对在农村商业银行经营过程中财务管理所存在的各种问题进行了简述,并提出了一些解决问题的措施,希望能够给农村商业银行的财务管理工作带来一点作用。     

商业银行财务管理创新刍议

加入WTO后，中资商业银行与外资银行竞争日趋激烈，如何尽快通过财务管理创新，提升银行财务管理能力，不断增强我国商业银行竞争力，这是我们面临的一个重要课题。     

浅释策略性财务管理

一般而言，财务营运会发生困难，均因企业经营者做出错误的经营决策、错误的行销方法，或缺乏对市场情况的透彻了解，以及营运不良所致。由于企业的经营资源有限，要能合理而有效的分配与使用，企业经营者必须积极地进行财务规划。周密而健全的财务营运体系的建立和制度的切实执行，将使企业财务运作十分顺畅。     

晋煤整合财略

晋煤集团在资源整合过程中遇到的相关问题及做出的应对策略,为资源整合背景下的企业集团的财务管理概括出了重点。     

财务管理战略化

各位CFO:你们好!接《新理财》杂志社邀请,在岁末年初之际,写这封信,希望借此机会,将我在财务管理咨询工作中的一些感悟和体会,与在企业经营管理第一线的诸位CFO们分享与共勉。     

Financial management in China

This paper introduces the Journal of Multinational Financial Management's special issue on financial management in China. We provide a brief literature review of China's financial management policies, practices, and recent research findings, and describe how papers published in this special issue contribute to this literature. We also make many suggestions for future research.     

金融发展战略要有明确方向

中国人民银行原副行长马德伦: 目前金融业有四大特点 第一,金融竞争充分.目前金融机构主体范围越来越大,不仅民营银行、民间金融以及草根金融遍地开花,包括互联网金融的进入也是巨大的标志性事情.据《互联网金融发展报告》显示,截至2015年底,互联网金融用户已经达5.7万亿,占互联网用户的87％.小贷公司、村镇银行的发展也非常迅速.地方金融机构诸如:城商行、农村商业银行、农村合作银行等在2016年1～9月的新增存款市场份额上已经有了非常好的表现.     

马蔚华：把支持小微企业作为发展战略的重中之重

在第六届中国企业国际融资洽谈会上,招商银行行长马蔚华发表主旨演讲,他认为：强化科技金融合作,服务中小微企业发展,是中国企业转型的重中之重,他说.     

IN-QUOTES: a knowledge-based system for supporting decision making in weakly structured domains

In complex and weakly structured domains, decision makers often employ multiple techniques, including quantitative modeling and reasoning from past experiences, to address the problem at hand. As such, there has been a call for more research on developing systems that merge problem-solving approaches, such as reasoning from past experiences, with other paradigms to provide support for both the unstructured and structured aspects of the decision-making process. Development of these systems is dependent on acquiring and modeling the knowledge and expertise inherent in the process and then representing and implementing it in an appropriate form. However, in weakly structured domains, knowledge acquisition may be better described as knowledge ‘co-creation’ in which the expert and system builder work together to understand the process and lend as much structure to it as possible. In this paper, we propose that the integration of principles drawn from the paradigms of case-base reasoning, expert systems, and object-oriented programming facilitates this process by providing a powerful approach to acquire and model knowledge in a weakly structured domain. We demonstrate this approach through the development of a system designed to assist a decision maker in the performance of a difficult, somewhat unstructured design and planning task. © 1998 John Wiley & Sons, Ltd.     

The office of strategy management

There is a disconnect in most companies between strategy formulation and strategy execution. On average, 95% of a company's employees are unaware of, or do not understand, its strategy. If employees are unaware of the strategy, they surely cannot help the organization implement it effectively. It doesn't have to be like this. For the past 15 years, the authors have studied companies that achieved performance breakthroughs by adopting the Balanced Scorecard and its associated tools to help them better communicate strategy to their employees and to guide and monitor the execution of that strategy. Some companies, of course, have achieved better, longer-lasting improvements than others. The organizations that have managed to sustain their strategic focus have typically established a new corporate-level unit to oversee all activities related to strategy: an office of strategy management (OS M). The OSM, in effect, acts as the CEO's chief of staff. It coordinates an array of tasks: communicating corporate strategy; ensuring that enterprise-level plans are translated into the plans of the various units and departments; executing strategic initiatives to deliver on the grand design; aligning employees' plans for competency development with strategic objectives; and testing and adapting the strategy to stay abreast of the competition. The OSM does not do all the work, but it facilitates the processes so that strategy is executed in an integrated fashion across the enterprise. Although the companies that Kaplan and Norton studied use the Balanced Scorecard as the framework for their strategy management systems, the authors say the lessons of the OSM are applicable even to companies that do not use it.     

Controlling strategy through dialectical management

Controlling strategy has been portrayed as a matter of managing tensions. But what are these tensions and how do they arise in firms? In this paper, organisational strategy is represented by a target operating model that is maintained by dialectical relationships between functional areas. Using a pragmatic constructivist framework, the functional areas may be conceptualised as specialised managerial topoi. Drawing on field work in the hospitality industry, the paper employs an actor-based research methodology to show that organisational tensions may develop out of conflicts between the different goals and logics associated with the various functional areas such as marketing, sales, revenue management and finance. Although there was evidence of accountants acting as custodians of the budgetary system, in some situations, other functional areas such as marketing or revenue management seemed to be the corporate policemen as they protected the corporate brand against unplanned price discounting or short term cost saving tactics. Rather than seeing functional specialisation as a disruptive obstacle to organisational coherence, the paper presents arguments and evidence which suggest that with the deployment of the principles of dialectical management, tensions between the different business functions can enhance strategic control and development.     

6σ管理战略模式

质量管理达到一定水平后再采用高级的方法和工具进行改进，便有事半功倍之效。许多成功实施基础质量管理方法的世界级公司，再实施6σ管理战略，在进一步降低缺陷、提高产品或服务质量，维系和提高客户的满意度和忠诚度等方面，均取得了惊人成效。     

The decision to outsource risk management services

We apply transaction cost economics to identify factors influencing companies’ decision to internally generate or outsource risk management services. A unique sample is used which combines publicly available data with private information supplied by 281 Australian listed companies. We find that expenditure on research and development, greater technological uncertainty, more competitive environments, more overseas sales and transaction frequency are associated with less outsourcing of risk management services. Uncertainty due to environmental diversity is associated with more outsourcing of risk management services. Companies that outsource risk management services also have lower staff turnover and provide more specialised training and longer contracts for risk management suppliers.