Studies On Optimization Of Organizational Structure Of State-owned Joint-stock Commercial Banks From International Compagative

With the development of economic and financial globalization, especially after the full liberalization of financial markets on foreign banks in China, the intensity of the competition in the banking industry is growing. It’s transformed quietly from the fuzzy theory into a direct confrontation on specific issues, such as the external operations and the internal management. Facing the challenges and the competition from foreign banks, the Big Four state-owned commercial banks are still using the traditional, planned, bureaucratic organizational structure with multi-layers, although they have taken a series of reforming measures so as to improve the overall competitiveness. The existing organizational structure does not completely get rid of the legacy of chronic illness under the traditional system; there is still a need for a thorough reform to shape the new organizational structure and operational management mechanism of international banks. Therefore, in order to adapt market environment, the vital step for the Big Four to build a new, customer-focused, modern matrix organizational structure is to take the initiative to improve competitiveness in the new competitive landscape.This article first analyzes the status of organizational structure of state-owned joint-stocked commercial banks, summarizes the typical pattern in the set of vertical branch and analyzes the problems brought about by this model; then by comparing with the foreign banks such as Standard Chartered Bank and Citibank, presents the five principles and eight measures of organizational structure optimization to the Big Four state-owned joint-stock commercial banks; finally, taking an example of ICBC, puts forward the idea of organizational structure of the head office and the province branch optimization.