| Among lots of functional departments in a bank, operation and management department is a significant one to provide customers with financial services and to maximize wealth of shareholders on the premise of robust management and risk prevention. Today’s financial markets are becoming increasingly competitive, so brilliant ability of operation and management has become a key point of commercial banks to realize self-worth and good reputation. Discussions focused on the background operation mode of Chinese commercial banks have also been emerged in recent years. By learning from advanced experience of large-scale foreign commercial banks, Chinese banks began to adjust business layout, transform business models and optimize operational processes. And at the same time, they also made all-around and systematic adjustment and optimization according to organization and structure.This paper takes the 12 branches of the Bank of Jiangsu at the present stage as the research object. Using the various branches of the 2013,2014 on the public exchange business projects on the data, evaluation and analysis of the efficiency of the input and output of 12 branches before and after the centralized operation. On the basis of the domestic and foreign research, we first use the DEA model to analyze the data of the samples, compare the relative efficiency of the same period. Then we use the Malmquist index to select the sample data for dynamic analysis, study the different periods of the sample branch of the degree of change and efficiency decomposition. On the basis of empirical analysis, the problems existing in the implementation of the bank of Jiangsu background business focused on the implementation of the project after the implementation of the human resources and scale configuration.Put forward some countermeasures and suggestions to improve the centralized back-office operations of Bank of Jiangsu and provide some policy advice for the second period project of Bank of Jiangsu. |
PDF Full Text Request