碩士 / 國立中興大學 / 高階經理人碩士在職專班 / 99 / Under the turbulence of the global financial crisis, the management of the recent banking industry in Taiwan has greatly changed. The continual overdue receivable funds, the decreasing funds on deposit spread and the various new financial commodities cause great impact on the management of the traditional financial institutions. So how to obtain the competitive advantages in this fluctuating financial environment has become a significant issue for the operators.
• According to the viewpoints of the balance score card proposed by Kaplan & Norton in 1992, an enterprise’s visions and management strategies can be converted into four aspects of the evaluation indicators: (1) learning and development, (2) internal flow, (3) customers, and (4) finance. Based on the systematic managements, strategies can be gradually analyzed, modified and implemented and thus enable the whole enterprise to entirely upgrade itself.
• This research focuses on the case study of the individual banks. The study results are as follows:
• (1) Financial aspect: The bank emphasizes more on the dispersed investments to reduce the crises. However, among the businesses of the dispersed investments, many of them are not in the core abilities of the bank, so the decision may be either a risk or “bad news” in short-term but actually “good news” in long-term.
• (2) Customer aspect: The bank puts the stress on the two-eight principle. But the limited workforce, despite the conservation of the cost, tends to lose lots of potential customers.
• (3) Internal flow aspect: The internal control and auditing is often the top priority, a method to avert any abuses. But averting abuses and pursuing profits are both important. So don’t put too much workforce on averting abuses and try to strike a balance between them.
• (4) The consistence of the enterprise’s and the individual’s visions is often a sharp drive that can elevate the enterprise’s centripetal force. But the research shows that the bank pays more attention to the “unit employee yield” but the employees stress more on passing the “examination of qualifications.”
• Suggestions are also mentioned below:
• (1) The bank is concerned with the indicators in the performance evaluations of the financial and customer aspects. But for the long-term performance and driving force, the bank should also focus on the nurturing of the employees and the improvement of the internal flow.
• (2) In the financial aspect, the reduction of the overdue loans can increase the indicators and be served as a long-term measurement.
• (3) With the changes of the internal and external environments, the institutions should be innovated and the balance score card should be modified all the time.
• (4) As for the non-financial aspect, the indicators of the performance evaluation should also be quantified and then objectively analyzed according to its importance and urgency.
• (5) The questions presented in this study should be practically thought over and be dealt with by any pertinent means.
| Identifer | oai:union.ndltd.org:TW/099NCHU5457047 |
| Date | January 2011 |
| Creators | Wen-Chang Wu, 吳文樟 |
| Contributors | Shin-Yi Chi, 紀信義 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 41 |
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