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Economic management of commercial Banks

2019-10-10 来源: 51Due教员组 类别: Paper范文

下面为大家整理一篇优秀的paper代写范文- Economic management of commercial Banks,供大家参考学习,这篇论文讨论了商业银行的经济管理。在商业银行经济管理中,资本管理是其主要的管理对象。也是保证商业银行经营发展的基础。商业银行以资本管理作为进行高风险经营活动的主要目标。随着市场经济的发展,大部分商业银行已经构建了符合自己的资本管理制度,也制定了与之相匹配的资本计量方法。但是由于市场环境的日趋复杂,商业银行存在的资本管理问题依旧比较严重。

In the context of economic globalization, the market competition is increasingly fierce. In order to remain invincible in the fierce market competition and achieve sustainable development, commercial Banks must strengthen economic management, conduct all-round management of commercial Banks from multiple aspects and improve their economic benefits. Only in this way can commercial Banks make greater contributions to China's economic construction. Especially in the stage of social reform in China, commercial Banks must also carry out innovative transformation and upgrading to keep up with the development and change of The Times.

Since the reform and opening up, China's economy has developed rapidly. Especially after the entry into the world economic and trade organization, the increase of transnational enterprises has opened up overseas markets for our country and increased our economic strength. While the financial industry occupies an irreplaceable important position in the development of the country, commercial Banks are the best in the financial industry and have made great contributions to the growth of China's economy. However, under the current reform environment, China's commercial Banks are facing severe challenges. In order to achieve economic benefit growth and effectively avoid risks, commercial Banks must strengthen economic management. This paper studies the economic management of commercial Banks.

At present, most commercial Banks in China have serious problems in cost management. The specific performance is as follows: the cost management subject of commercial Banks is relatively single, which is mainly taken charge of by the financial management department of commercial Banks. Other departments are not integrated into it, and the concept of optimal allocation of resources has not penetrated into every link of economic management of commercial Banks. Most employees believe that cost management is the responsibility of the financial department, which has nothing to do with them. This lack of understanding of cost management leads to poor efficiency of cost management. Commercial Banks have not built a perfect cost accounting system. The cost management of most commercial Banks starts from the narrow sense, that is, the head office allocates the working capital to the branches uniformly, the branches divide it up and allocate it to all levels, and the cost management is carried out in a hierarchical way, without reasonable allocation of cost management according to products. Cost management methods are not advanced enough. At present, the cost management of commercial Banks is still limited to the calculation of financial expenses after the event. It does not start from the advanced concept of value management to predict, control and calculate the cost after the event. That is to say, commercial Banks do not conduct comprehensive dynamic cost management.

In the commercial bank economic management, capital management is its main management object. It is also the basis to ensure the development of commercial Banks. Commercial Banks take capital management as the main target of high-risk business activities. With the development of China's market economy, most of China's commercial Banks have established their own capital management system and developed corresponding capital measurement methods. However, due to the increasingly complex market environment, commercial Banks still have serious capital management problems. Specific performance is as follows: the lack of rationality of the capital measurement method leads to the difficulty in scientific allocation of capital. The capital measurement coefficient is not accurate enough and there is little information in the measurement data, which leads to the low efficiency of the capital distribution structure of commercial Banks, thus affecting the economic benefits of commercial Banks. Capital allocation programs are prone to problems in the process of execution. Most of the capital allocation plans of commercial Banks are completed in the headquarters of commercial Banks, and lower-level commercial Banks have no right to participate in the capital allocation plans, but only carry out the capital allocation plans. However, after the capital allocation scheme is transmitted from layer to layer, the information received by the lower commercial Banks is easy to be distorted, thus affecting the efficiency of capital management.

In the current complicated market competition situation, commercial Banks are bound to bear certain economic risks in the process of operation. That is to say, in the process of operation and management, especially in credit activities, commercial Banks will inevitably face the risk of economic losses caused by unreasonable use of funds and financial income and expenditure. The economic risks of commercial Banks are as follows: credit risk, which means that the commercial bank lends money to the debtor, but the debtor fails to repay the commercial bank in time due to various reasons, and the commercial bank needs to bear the losses brought by the debtor. In the economic management of commercial Banks, credit risk is the most common risk. Therefore, this is the object that commercial Banks need to focus on when strengthening economic management. Market risk, which is mainly due to the impact of national macro policies, can be said that once it happens, it cannot be prevented. This risk arises when a country's exchange rate changes or asset prices change. Operational risk, the risk is mainly the bank's internal management, caused by improper in some internal commercial Banks, due to the internal management system is not sound, the employee's job responsibilities are not clear, different levels of personnel quality, in the daily business operation is extremely easy to occur in the process of error risk of commercial Banks. Fourth, legal risks. This risk is an economic loss risk caused by commercial Banks and customers' different understanding of legal system or contract terms.

As a crucial part in the economic management of commercial Banks, cost management plays a significant role in the development of the whole commercial Banks. If commercial Banks want to improve their competitiveness and create a modern management mechanism of commercial Banks, they must combine their actual operating conditions and formulate a cost management model in line with their own development. Commercial Banks should strengthen cost management from the following aspects: commercial Banks should innovate the concept of cost management, strengthen the content of cost management. For commercial Banks, should change the traditional concept of cost management, cost management atmosphere, expanding participation of cost management, to management, down to every employee, all involved in commercial bank cost management, cost management understanding of employee is not correct correct them, make them aware of the importance of cost management of its own. At the same time, commercial Banks should carry out in-depth research on the content of cost management, such as the change attribute between cost and revenue. The first commercial bank should innovate the cost management mode and apply the informationized cost management system. Commercial Banks want to raise the level of economic management, strengthen cost control, a higher economic returns, it must be the original cost accounting system reform, build modern cost management mode, the commercial Banks to implement omni-directional, the whole process of dynamic cost control, cost management runs through every link of economic management of commercial bank. At the same time, commercial Banks apply information-based cost management system on the principles of mathematics and statistics, build cost models, strengthen the cost management of commercial Banks, and develop correct, scientific and reasonable cost control schemes for commercial Banks. Improve cost management methods and formulate comprehensive cost management mechanism. Commercial Banks can use cost management methods of different departments, regions, products and customers. The cost management method of different departments is mainly to control the cost by taking the department as the main body of accounting. The sub-regional cost management method is to combine the benefit of cost input with the improvement of regional environmental resources, to analyze the cost input and output, and then to control the cost. Sub - product cost control from product creation, development, pricing, sales and other links of cost control. Sub - customer cost control refers to the profitability of the customer analysis, and on the basis of customer cost management control.

In order to strengthen economic management and improve market competitiveness, commercial Banks must start with capital management of commercial Banks and lay a solid foundation for economic management of commercial Banks. For commercial Banks, strengthening capital management has two major benefits. Through capital management, commercial Banks can effectively avoid risks and control them in a tolerable range. In addition, the corresponding capital management measures can not only help commercial Banks realize capital appreciation, but also increase the total amount of risk assets of commercial Banks. In this way, once commercial Banks encounter risks, they can calmly deal with all kinds of risks with strong capital strength and avoid commercial Banks from suffering from risks and falling into a slump. Commercial Banks can optimize their business structure through capital management. Commercial Banks adjust the capital coefficients of different regions through capital management, adjust the economic activities of commercial Banks in combination with market demand, launch financial products that can best meet customer needs, and improve the financing level of commercial Banks. After understanding the advantages of strengthening the capital control management of commercial Banks, we elaborate on the effective methods of strengthening the capital management of commercial Banks: commercial Banks should develop a standardized capital management system. Commercial Banks should formulate a capital management system in line with their own operation and development within the scope prescribed by the national regulatory authorities, combined with the characteristics of commercial Banks themselves and drawing on the capital management methods of international commercial Banks. Commercial Banks should refine their capital management procedures. Capital management runs through the whole process of commercial Banks' economic activities. Therefore, the capital management process of commercial Banks should be perfect in details so that the front-line staff can easily accept and operate it and carry out the capital management work practically. Commercial Banks should optimize the stock capital and allocate the incremental economic capital reasonably. In addition, commercial Banks should develop correct capital calculation methods, improve capital data information, develop feasible capital allocation plans under correct capital measurement coefficient and capital data information, and improve the capital management level of commercial Banks.

In the commercial bank economic management, the most important link is the risk management link. Through the judgment, evaluation and prevention of various types of risks, commercial Banks can resist risks and protect economic interests from losses. The methods for commercial Banks to strengthen risk management are as follows: it is inevitable for commercial Banks to accept risks from their consciousness, and they should not avoid risks as soon as they are mentioned. What commercial Banks can do when facing risks is to accept risks and try their best to find possible risk points in economic business. When the risk is found, the risk is analyzed and evaluated, and then effective methods to prevent the risk are developed on this basis. Commercial Banks should perfect risk management system and guarantee mortgage mechanism. In the process of economic management, commercial Banks should follow the principle of separation of powers and checks and balances to avoid the over-concentration of decision-making power and the risk of decision-making, improve the risk management system, and formulate the risk warning and prevention mechanism. At the same time, we can further improve the guarantee and mortgage mechanism. We can conduct credit investigation on enterprises and individuals that need to borrow money through the use of Internet technology. Once we find bad credit investigation records, we will refuse to lend money to them to avoid credit risks as much as possible. Standardize the business service process of commercial Banks and build a high-level work team. Commercial Banks should standardize the service process, ensure that each link of work has a corresponding system as a guarantee, and improve the responsibility of staff through the implementation of the responsibility pursuit mechanism. At the same time, commercial Banks should build a strong sense of risk management work team. The staff of this team should have strong risk awareness, professional risk management knowledge and rich risk management experience to help commercial Banks carry out efficient risk management.

In a word, in the stage of social reform, if commercial Banks want to stand firm in the complex market competition and achieve sustainable development, they must pay attention to the economic management of commercial Banks. This paper expounds some problems existing in the current economic management of commercial Banks, and focuses on the effective countermeasures of strengthening economic management of commercial Banks.

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