Research On Optimization Of Operation And Management Mode Of Binzhou Branch Of Q Bank

In the increasingly competitive financial market environment,banking products and channels are becoming more and more diversified.In order to adapt to the increasingly complex business processes,the bank’s operating model has experienced the evolution from blind expansion to intensification and then to the second transformation in the new era.The bank is changing from the previous development model that focused on high growth in scale,high performance indicators and high profit growth to breaking the existing fixed thinking pattern,Adhere to the transformation of operation management mode with innovative new development ideas.Bank operation is an important link and key node for commercial banks to connect products and customers and realize the transformation of bank value.To some extent,the management of the operation team determines the operation quality and efficiency of commercial banks.The research on the operation management model has important guiding significance for the future development of commercial banks.The operational management model can be divided into broad and narrow senses,and the bank operational management mentioned in this article refers to its narrow concept,which refers to the organization,implementation,and control of services,transaction processing,accounting confirmation and measurement,information formation and disclosure in commercial bank counters and other channels,as well as various management work related to commercial bank windows and business execution.Through operation management and optimization,commercial banks provide effective output of services to ensure the progressiveness and advantageous position of the banking industry.This paper involves multiple fields such as bank settlement business management,bank counter risk management,and bank business line management.Binzhou branch of Q Bank operated under the framework of the head office’s large management model at the initial stage of preparation,and the branch’s operation and management model also evolved from extensive to intensive,front and back office separation and other new operation and management models.By studying and sorting out relevant domestic and foreign literature,based on the theory of process reengineering,just in time production and constraint theory,and through PEST analysis,field research,questionnaires,interviews,comparative analysis and other research methods,this paper finds that the Binzhou Branch of Q Bank still has a long business handling time,insufficient operator of team building,relatively weak risk in management.Meanwhile,the performance evaluation indicators and the service management level still need to be improved.Based on the analysis of the causes of the above problems,combined with the theoretical and practical basis,this paper proposes an optimization plan for the operation management of organizational structure,management process,management system and operator compensation system of Binzhou Branch.During the implementation of the optimization plan,the Branch provided relevant safeguard measures in terms of human resources,financial resources,systems,culture,etc.After the implementation of the optimization plan,the quarterly operation ranking of the branch in the head office,the satisfaction of the branch’s external operation management and the level of risk control have been effectively improved.