Based on the general theory of economic risk and bank credit risk management, this paper expounds that economic risk is one of the basic characteristics of modern market economy, and bank credit risk is a concentrated reflection of the overall economic risk. The essence of risk lies in the possibility of coexistence of gains and losses, so it has an incentive and restraint effect on economic subjects. The essence of commercial bank management is to avoid and guard against risks under the balance of this dual role of risks, so as to reduce risks to an acceptable level and obtain as many profits as possible. Because of the important position of credit business in bank operation and economic operation, it is of great significance to control the credit risk of banks. At present, western economists use the theory of information asymmetry to understand the causes of bank credit risk, namely, adverse selection and moral hazard under information asymmetry and objective risk of incomplete information. The paper also discusses the relationship between credit risk management and asset-liability ratio management, capital adequacy ratio management and internal control of commercial banks. Clarified some misunderstandings in credit risk management. The above contents constitute the first chapter of this paper. The second chapter first compares the relationship between various external organizational forms and risk management efficiency, and points out that external organizational forms are not the decisive factor affecting the efficiency of credit management, but the internal organizational structure is the key factor. The focus of the organizational structure design of credit risk management lies in the formation of horizontal containment between departments and vertical control mechanism of branches at all levels. After long-term operation and development, the internal organizational structure of western commercial banks has gradually solidified into three functional blocks: market block, operation block and management block, which exercise the functions of market development, business operation and centralized management respectively, and the three blocks are mutually restricted and coordinated. This organizational design idea is reflected in the credit business, that is, the organizational structure of the three procedures of review, loan and check is completely separated, that is, the business department, credit review department and risk management department of the company implement the functions of pre-loan investigation, loan review and post-loan inspection respectively, and the three departments belong to different functional blocks, thus achieving horizontal containment between departments. Vertical control is mainly realized through the allocation of loan decision-making power between superior and subordinate institutions, that is, the choice of centralized decision-making and decentralized decision-making; At the same time, it also includes the distribution of loan decision-making power between individuals and collectives in the same institution, that is, the choice of individual decision-making power and collective decision-making power. Based on the basic principles of transportation organization and management, this paper discusses the advantages and disadvantages of these two groups of four decision-making mechanisms in detail, and points out that there are obvious defects in simply using any of the above decision-making mechanisms, so modern commercial banks tend to combine collective decision-making with individual decision-making, centralization with decentralization, and adopt individual decision-making

Based on the general theory of economic risk and bank credit risk management, this paper expounds that economic risk is one of the basic characteristics of modern market economy, and bank credit risk is the concentrated embodiment of the whole economic risk. The essence of risk is that the possibility of profit and loss exist at the same time, thus stimulating and restraining the activities of market economic subjects at the same time. The essence of commercial banks is to avoid and guard against risks under the balance of double effects of risks, so as to reduce risks to an acceptable level and at the same time obtain as much income as possible. At present, western economists have reached a consensus on the causes of bank credit risk exposure, arguing that the risk stems from adverse selection under asymmetric information, as well as moral and objective risks brought about by insufficient information. In addition, this paper also discusses the relationship between credit risk management and asset-liability ratio management, capital adequacy ratio management and internal control respectively. It also clarifies some misunderstandings about credit risk management. The above contents constitute the first chapter of this paper. In the second chapter of this paper, by comparing the relationship between various external organizational forms and risk management efficiency, it is pointed out that the decisive factor of credit management efficiency is not external organizational forms, but internal organizational structure. The design of organizational structure of credit risk management should focus on the formation of horizontal control mechanism between different departments and vertical control mechanism between subsidiaries and affiliated institutions at different levels. After long-term development, the internal organizational structure of western commercial banks has formed three functional departments: marketing department, operation department and & ltWP = 6> management department, which exercise the functions of marketing, business operation and centralized management respectively, and control and cooperate with each other. This organizational design idea is reflected in the complete organizational division of the three steps of credit approval and investigation in credit business, that is, the business operation department, credit review department and risk management department belong to three different functional departments, which perform the functions of pre-loan investigation, credit application review and post-loan supervision respectively, thus realizing horizontal control among different departments. Vertical control is realized through the distribution of credit decision-making power between superior and subordinate business departments (that is, whether to choose centralization or decentralization) and the distribution of credit decision-making power between individuals and collectives in departments representing individual or collective decision-making power. Based on the basic principles of organizational management, this paper discusses in detail the advantages and disadvantages of these four decision-making systems in two situations, and points out that using any one of the four decision-making systems alone will bring obvious defects. Accordingly, most modern commercial banks tend to adopt the loan approval authorization system which combines collective decision-making with individual decision-making, centralization with decentralization, but gives priority to individual decision-making and decentralization. The third chapter focuses on the credit risk management system and its implementation efficiency. According to the theory of organizational control, institution is a necessary condition for the optimization and exertion of organizational functions and the stability of organizational systems.

(America) Carl-John Lin Gelun is waiting; Pan Kang, etc. Steady operation of banks and macroeconomic policies [M]. China Finance Press, 1997