基层央行职工教育培训的几点思考

中国银监会正式挂牌成立,标志着我国金融监管职能正式从人民银行分离.如何适应新形势发展要求,加强基层央行职工教育培训,提高职工素质,提升金融服务水平,重树央行形象?这是值得我们认真思考的问题.     

基层央行会计风险防范探究

目前央行会计电算化程度日益提高，财务核算、会计核算、现代化支付等系统陆续上线、新会计制度出台和核算模式不断变化，会计风险的表现形式和内容也有所转变，健全和完善会计内控制度，防范会计风险是基层央行会计工作的重点，本文从基层央行会计风险的现状出发，探讨防范基层央行会计风险的一些思路，以期对防范会计风险有所借鉴。     

基层央行如何适应职能调整的新形势

银监会已从上到下挂牌成立了，银行业监管职能从央行分离出去后，摆在央行面前的形势是什么?基层央行如何适应?下面谈点看法和建议：     

浅谈数据大集中趋势下基层央行会计工作

2014年中央银行会计数据集中系统ACS在全国完成上线运行工作,真正实现全国一本账,它标志着中央银行会计核算迈入数据大集中时代。在新的核算模式下,基层央行会计工作在业务操作流程、岗位设计、监督职责等方面都发生了较大的变化。本文从基层视角浅谈数据大集中趋势下基层央行会计工作。     

浅谈数据大集中趋势下基层央行会计工作

2014年中央银行会计数据集中系统 ACS在全国完成上线运行工作,真正实现全国一本账,它标志着中央银行会计核算迈入数据大集中时代。在新的核算模式下,基层央行会计工作在业务操作流程、岗位设计、监督职责等方面都发生了较大的变化。本文从基层视角浅谈数据大集中趋势下基层央行会计工作。     

监管职能分离后央行省会（首府）城市中心支行如何更好地履行职能

银行监管职能分离后,人民银行作为我国中央银行的职能将进一步加强。相应地人行省会(首府)城市中心支行的工作将会面临哪些新情况、新问题、新变化?如何更好地履行人行职能?最近,我们对这些问题开展了专题调查研究,就有关问题进行了认真思考。监管职能分离出去后人民银行分支机构工作面临重大转变(一)思想观念:面临从习惯于传统管理体制到适应新的央行体制的转变1984年人民银行专门行使央行职能以来,我国逐步建立了大而全、大一统的央行管理体制。1993年以来,金融体制发生重大变化,证券、保险等监管职能相继从人民银行分离,并设立九大分行,…     

加大教育培训力度,适应央行依法履职要求

本文针对我国央行管理体制的转变，就适应央行依法履职，努力创造良好的工作氛围，做好教育培训工作提出了思路与对策。     

建设央行文化构建和谐央行

在建设社会主义和谐社会的大背景下,中国人民银行构建和谐央行成为题中应有之义。构建和谐央行必须倡导和建设央行文化。那么,如何理解央行文化与和谐央行的关系?如何加强央行文化建设,构建和谐央行?     

央行人才队伍建设对策探讨

人才问题是关系党和国家事业发展的关键问题。人才资源已成为当今社会最重要的战略资源。央行事业，人才为本。适应人民银行职能调整和工作重点转变的新形势，分析基层央行人才队伍的现状，笔者认为，加强基层央行人才队伍建设要从三个方面研究新的思路，探索新的举措，实现新的突破。     

央行管理体制改革对农行的启示

１９９８年１１月１８日,中国人民银行跨行政区设立的首家分行———上海分行挂牌,拉开了央行管理体制改革的序幕。央行撤销省级分行,跨省（自治区、直辖市）设置９家分行,是我国金融体制的一项重大改革,标志着我国金融改革进入一个新阶段。本文以此为背景,在分析央...     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.