Research On The Optimization Of The Back-end Centralized Operation Management Of The Shaanxi Branch Of Bank A

The 70 th anniversary of the founding of the People's Republic of China in 2019.At the same time,it is also the key year for General Secretary Xi Jinping to put forward the implementation of a "comprehensive construction of a well-off society".In environment of economic pressure,economic globalization,and increasingly fierce financial competition,the operation and management of each bank is the basis for its existence and growth,and also the basis for the smooth development of banks.Today,operation management is not limited to the single value of centralized business processing.Combining its own advantages,optimizing operation management has become a major problem that banks have to solve.With the gradual popularization of the Internet and the rapid development of mobile Internet technology,Internet financial products have gradually entered thousands of households,regulatory requirements have become increasingly strict,and customer demand has continued to increase.Many factors have changed.Traditional banking services no longer meet demand.Competitive pressure has also shifted from competition for market share in the same industry to comprehensive service competition for customer resources.This article starts with the basic knowledge of commercial bank's operation and management theory,and combines theory with practice.It appropriately combines the management status of Bank A's Shaanxi Branch's operation back-office center.Through in-depth analysis of its current development situation and case analysis,it is found that its operation management is still some problems and deficiencies.Although Bank A has gradually implemented the “three major” business developments,there are still many shortcomings in the process of “three major” business developments.Including: staff enthusiasm is not high;back-office operation and management level is lagging;business guidance and service capabilities are insufficient;back-office staff admission,exit,promotion and other management mechanisms are yet to be improved and the operation evaluation mechanism is not perfect.Therefore,after learning from the experience and development of advanced banks at home and abroad,we found that if we want to optimize the back-office operation and management of Bank A of Shaanxi Province,we need to improve it through the following means: Clarify business management responsibilities,improve operational management capabilities;optimize business guidance and service capabilities,and improve business response levels;improve staff access,promotion mechanisms,and optimization assessment methods for operational back-office centers to enhance staff capabilities At the same time,a series of safeguard measures for the implementation of the optimized design scheme are proposed.