单 位 代 码10602
学号 2020060098
分 类 号 F832.2
密级公开
硕士专业学位论文
G 银行农村金融服务站数字化管理提升策略研
究
Research on Digital Management Improvement Strategy of
Rural Financial Service Station of Bank G
学 院 ： 经 济管 理学 院
学 位 类 别 ： 工 商管 理（MBA）
领 域 ： 市 场营 销与 运营 管理
年 级 ： 2020 级
研 究 生 ： 苏 灵辉
指 导 教 师 ： 梁 业章 教授
完 成 日 期 ： 2022 年 12 月G 银行农村金融服务站数字化管理提升策略
研究
专业名称：工商管理
申 请 人：苏灵辉
指导教师：梁业章教授
论文答辩委员会 G 银行农村金融服务站数字化管理提升策略研究
研究生姓名：苏灵辉 导师姓名：梁业章教授
学科专业：工商管理 研究方向：市场营销与运营管理 年级：2020 级
摘要
在金融科技、大数据分析、数字化管理的背景下，数字化发展速度越来越快，大
数据的运用无处不在。G 银行作为一家城市商业银行，面临着比较大的挑战，G银行
农村金融服务站传统的管理模式已不再适应当前社会的业务发展。G银行农村金融服
务站面临的最大挑战是如何转换思维，从传统的管理模式转换为数字化管理模式，打
造数字化管理平台，提升对农村金融服务站的数字化管理能力，助力农村金融服务站
的管理创新，助力 G 银行的进一步发展，二次腾飞。
本文以 G 银行农村金融服务站作为研究对象，运用田野调查法对G 银行农村金融
服务站相关的几个部门人力资源部、宣传企划部、乡村振兴工作部、资产负债管理部、
财务会计部、授信管理部、个人金融部、理财业务部、信息技术部、数字银行管理部
进行访谈。运用问卷调查法对农村金融服务站站长进行调查。对农村金融服务站目前
的发展现状、管理模式、服务水平、业务能力、储备人才、考勤管理、费用管理、绩
效管理等方面进行分析研究，找出 G 银行农村金融服务站管理现状上存在的一些问
题。具体表现在G 银行数字化管理平台不完善，没有农村金融服务站相关的管理功能。
服务站站长欠缺素质素养，服务差、业务能力低、投诉多。数字化人才储备不足，农
村金融服务站方面的优秀人才较少。数字化管理推广力度偏差，宣传工作做的不到位。
考核管理体系不健全，没有农村金融服务站相关的考核指标等等。运用文献研究法，
对国内外文献进行研究分析，借鉴其在数字化管理上的成功经验，同时运用数字化管
理理论、数字化人才理论、绩效考核理论，针对以上一些问题提出了相应的提升策略。
具体策略，在G 银行农村金融服务站管理现状基础上，完善数字化管理平台、提升服
务站站长素质素养、储备数字化管理人才、加大数字化管理推广力度、健全考核管理
体系。通过对G 银行农村金融服务站数字化管理提升策略的研究，为 G 银行农村金融
服务站今后的业务发展、数字化管理平台建设、监督管理、能力提升、宣传推广等提
供了参考依据，为其他金融机构在农村金融服务站上的管理提供了借鉴作用。
关键词：商业银行；农村金融服务站；数字化管理
I Research on Digital ManagementImprovementStrategy of
Rural Financial Service Station of Bank G
Graduate student:Su Linghui
Supervisor:Liang Yezhang professor
Major:business administration
Research direction:marketing and operation management
Grate:2020
Abstract
In the context of financial technology, big data analysis and digital management,
digital development is growing faster and faster, and big data is used everywhere. As an
urban commercial bank, Bank G is facing great challenges. The traditional management
mode of Bank G;s rural financial service station is no longer suitable for the current
social business development. The biggest challenge faced by the rural financial service
station of Bank G is how to transform thinking from traditional management mode to
digital management mode, build a digital management platform, improve the digital
management ability of rural financial service stations, help the management innovation
of rural financial service stations, and help the further development of Bank G and take
off for the second time.
This paper takes the rural financial service station of Bank G as the research object,
and uses the field survey method to interview several departments related to the rural
financial service station of Bank G, including the Human Resources Department, the
Propaganda and Planning Department, the Rural Revitalization Department, the Asset
Liability Management Department, the Financial Accounting Department, the Credit
Management Department, the Personal Finance Department, the Financial Management
Department, the Information Technology Department, and the Digital Bank Management
Department. Using the method of questionnaire survey, this paper investigates the head
of rural financial service station. Analyze and study the current development status,
management mode, service level, business ability, talent reserve, attendance management,
cost management, performance management and other aspects of rural financial service
stations, and find out some problems in the management status of G Bank;s rural
IIfinancial service stations. Specifically, the digital management platform of Bank G is not
perfect, and there is no relevant management function of rural financial service station.
The head of the service station lacks quality, poor service, low business ability and many
complaints. The digital talent reserve is insufficient, and there are few outstanding talents
in rural financial service stations. The promotion of digital management is biased, and
the publicity work is not in place. The assessment management system is not perfect, and
there are no relevant assessment indicators for rural financial service stations. By using
the literature research method, this paper studies and analyzes the domestic and foreign
literature, draws on its successful experience in digital management, and uses the digital
management theory, digital talent theory, and performance appraisal theory to propose
corresponding promotion strategies for the above problems. The specific strategy is to
improve the digital management platform, improve the quality of the service station head,
reserve digital management talents, increase the promotion of digital management, and
improve the assessment management system on the basis of the management status of the
rural financial service station of Bank G. Through the research on the digital
management promotion strategy of the rural financial service station of Bank G, it
provides a reference for the future business development, digital management platform
construction, supervision and management, capacity improvement, publicity and
promotion of the rural financial service station of Bank G, and provides a reference for
other financial institutions in the management of the rural financial service station.
Key words: commercial bank; Rural financial service station; Digital management
III