Research On The Flatten Organization Reengineering Of Chinese State-owned Commercial Bank

Our society has transformed from the industrial age to the knowledge economy age. Under the trammels of traditional thoughts the concept of bank management should be changed. The key to reach this goal is to find out the organic combination of theories and structures. The organization reengineering is a very complicated systematic project, and it includes three main parts: organization structure, working procedure, and results evaluation. As a degree essay of postgraduate the article cannot explain all the details, for example, the working procedure includes in details 12 procedures: credit procedure, retail trade procedure, off-sheet business procedure, consultation procedure, agency procedure, comprehensive management procedure, planning and accounting procedure, risk management procedure, production developing management, and supportive service procedure. It is obviously impractical to describe all. The research method of this article is analyzing mainly the core procedure and the evaluation system that bases on the core procedure.The framework of this article is arranged as follows: first, the article tries to guide the attention to the discussion of organization reengineering of the state-owned commercial banks by providing some background knowledge, and draws some common conclusions on the organization reengineering. Then I cite some traditional theories of organization management for theoretical support. In chapter 3, I mainly introduce the traditional pattern of bank organization management, and take the organization reengineering of the europium commercial bank for example, and then I choose two cases of commercial bank for analyzing. By doing so I will prove the effectiveness of the organization reengineering of the SBU pattern under the flatten-reform. Chapter 4 will design a set of solutions of core procedure of organization reengineering and a system of evaluation based on the above research results and the faces of Chinese state-owned commercial banks. Chapter 5 bases on the instance of a state-owned commercial bank in Shenzhen, and then analyzes some possible problems and effects occurred in the organizational flatten-reform. This article has shed new light on the subject of organization reengineering. First, part of the article is based on the inner up-to-date researching results of some state-owned commercial banks. Second, this article is a good reference to the organization reengineering of some commercial banks both in the headquarters and the branch offices. Third, the article is mostly on the microanalyses, which has more practical usage.