業務人員的管理與領導實務方式之研究-以Y銀行消金房貸部門為例

Research on Management and Leadership Practice of Business Personnel - Case of Housing Credit Department of Y Bank

楊宜霖(I-Lin Yang)

指導教授 ： 胡為善

中原大學/商學院/企業管理研究所/碩士(2018年)

https://doi.org/10.6840/cycu201800070

摘要

近十年來，在銀行消金房屋貸款之存放款利差越趨微薄的經營環境中，除銀行本業承受極高的壓力外，如何提升房屋貸款邊際收益之各項產品的壓力也相當大，因此該領域的經理人為了避免績效不彰，而被強調以績效導向為目標之Y銀行調職，轉職，甚至降職等方式，因而調整經理人之職務。以至經理人皆會努力達成銀行所託付之推廣房貸及高收益協商產品的兩大目標。經理人從而也強烈要求其部屬達成此兩目標。但是不同產業之間的經理人對於業務人員的管理與領導方式各有不同，因而呈現多元化的領導風格，從而造成不同的結果。

本研究旨在深入了解Y銀行與其他產業經理人在管理領導方面有何不同，從而探討目前Y銀行的管理領導方式對於各層面所造成的影響。本研究藉由深度訪談六位跨足不同產業之專業經理人後，再經過彙總、分析、研判、歸納後，得出下面的結論。
本研究發現大部分銀行，包括Y銀行， 一般採用的制式報表與壓縮行程管理的方式，雖可避免業務人員逾矩、偷懶及投機等行為的發生，但較容易產生員工相互猜忌及冷漠關係的工作氛圍。因此本研究建議領導者應用心帶領，且培養部屬具備同理心與辦事的自主性，如此才會產生持續性的效能，且對企業的長期發展更為有利。此外，本研究亦建議經理人要以激發員工潛能的充分發展為其職志，也就是經理人應建立柔性的軟實力管理之領導技能，回到以人為本的真誠價值觀。且避免為了達成績效，增加諸多無形的企業成本，導致因小失大，造成重複性招募培育的人事問題。

關鍵字

以人為本 ； 消金管理領導實務方式 ； 激勵領導 ； 壓縮制式管理

並列摘要

Over the past decade, the profit margin of deposit and loan difference became small and small, causing the pressure of enhancing housing loans be very high. Furthermore, the bank managers were also suffering from stress to increase high marginal revenue on pushing the sale of various products. If the managers did not make their efforts to push the sale of these products, the managers would be facing against the risks of being transferred, demoted or changed jobs. Subsequently, the managers put the pressure on their subordinates to reach the above goals. However, the managers usually had different styles to supervise their subordinates to reach these goals.
The main objective of this study was to realize the difference between the current management leadership practice of Y bank and the management leadership in other industries. Through deeply interviews, this investigation selected six professional managers cross various industries. This study analyzed, investigated and summarized the interviewing results to obtain the following conclusions.
This work found that the traditional methods of filling out all the standard forms and compression of itinerary management to avoid their subordinates overstepping the rules, slacking off at work or being opportunistic. However, this method was easy to cause mutual suspicion and produce indifferent relationship working atmosphere. Therefore, this investigation suggested that the managers should lead their groups attentively, and cultivate the employee to equip with empathy, self-motivation, independence and self-consiousness. We believed that this method would produce better performance and favorable long-term development for banks or industries.
Furthermore, this study also suggested that the managers should stimulate the employee's potential development, and treated them as their first priorities. In other words, the managers should emphasize the sincere value of the people-oriented leadership as well as established the flexible management skills. The bank exceutives should also do their best to avoid simply pursuing the best performance, because it would increase the intangible costs and caused the loss of the greater for the less, and produced the peronnel problems of recruitment and talent cultivation repeatedly.

並列關鍵字

Compression of itinerary management ； flexible management skills ； people-oriented leadership

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