北大光华管理学院MBA原文案例库

How Financial Firms Decide on Technology，介绍国际大银行在决定对信息技术投

资时的考虑要点和他们具体的实施过程。

How Financial Firms Decide on Technology

(Abstract)

The financial services industry is the major investor in information technology(IT) in the U.S. economy; the typical bank spends as much as 15% of non-intereste expenses on IT.

A persistent finding of research into the performance of financial institutions is that performance and efficiency vary widely across institutions. Nowhere is this variability more visible than in the outcomes of the IT investment decisions in these institutions. This paper presents the results of an empirical investigation of IT investment decision processes in the banking industry. The purpose of this investigation is to uncover what, if anything, can be learned from the IT investment practices of banks that would help in understanding the cause of this variability in performance along with pointing toward management practices that lead to better investment decisions. Using PC banking and the development of corporate Internet sites as the case studies for this investigation, the paper reports on detailed field-based surveys of investment practices in several leading

institutions

How Financial Firms Decide on Technology

(Part One)

信息技术对金融服务业的影响正在增加，不仅仅表现在银行的15%无息开支上，而且对金融服务业的运做和战略也有很强的影响。

一个对金融机构的长期研究表明，不同的机构的效率和表现也不同。其决定的因素有以下一些其中的一个因素就是对投资的决定和管理。SBS是一个失败的例子，但是成功的公司也不少。本文注重解答以下的问题：

１.银行对ＩＴ投资的评估和管理过程？

２.在对ＩＴ的管理过程中，理论和实际操作的结合如何？

３.ＩＴ投资的管理和银行性能的关系如何？

1.0 Introduction

Information technology(IT) is increasingly critical to the operations of financial services firms. Today banks spend as much as 15% of non-interest expense on information technology. It is estimated that the industry will spend at least $21.1 billion on IT in 1998, and financial institutions collectively account for the majority of IT investment in the U.S. economy. In additon to being a large component of the cost structure, information technology has a strong influence on financial firms operatons and strategy. Few financial products and services exist that do not utilize computers at some point in the delivery process, and a firms'information systems place strong constraints on the type of products offered, the degree of customization possible and the speed at which firms can respond to competitive opportunities or threats.

A persistent finding of research into the performance of financial institutions is that performance and efficiency varies widely across institutions, even after controlling for factors such as size(scale), product breadth(scope), branching behavior and organizational form(e.g. stock versus mutual for insurers; banks versus saving & loans). Given the central role that technology plays in these institutions, at least some of this variation is likely to be due to variations in the use and effectiveness of IT investments. While some authors have argued that the value of IT investment has been insignificant, particularly in services, recent empirical work has suggested that IT investment, on average, is a productive investment. Perhaps more importantly, there appears to be substantial variation across firms; some firms have very high investments but are poor performers,

while otheres invest less but appear to be much more successful. Brynjolfsson and Hitt found that as much as half the returns to IT investment are due to firm specific factors.

One potentially important driver of differences in IT value, and of firm performance more broadly, is likely to be the decision and management peocessed for IT investments. Horror stories of bad IT investment decisions abound. Consider the example of the new strategic banking system(SBS) at Banc One(American Banker 1997). Banc One Corp. and Electronic Data Systems Corp. agreed last year to end their joint development of this retail banking system after spending an estimated $175 million on it. As stated in the American Banker article, SBS"was just so overwhelming and so complete that by the time they were getting to market, it was going to take too long to install the whole thing," said Alan Riegler, principal in Ernst & Young's financial services management consulting division. However, not all the stories are negative. New IT systems are playing a vital role in reshaping the delivery of financial services. For example, new computer-telephony integration(CTI) technologies are transforming call center operations in financial institutions. By investing in technology, more and more institutions are moving operations from high-cost branch operations to the telephone channel,where the cost per transaction is one-tenth the cost of a teller interaction. This IT investment not only reduces the cost of serving existing customers, but also extends the reach of the institution beyond its traditional geographic boundaries.

In this paper, we utilize detailed case studies of six retail banks to investigate several interrelated questions:

１.What processes do banks utilize to evaluate and manage IT investments?

２.How well do actual practices align with theoretical arguments about how IT investments should be managed?

３.What impact does that management of IT investments have on performance?

How Financial Firms Decide on Technology

(Part Two)

For the first question, we develop a structured framework for cataloging IT investment practices and then populate this framework using a combination of surveys and

semi-structured interviews. We then compare the results of this exercise with a synthesis of the literature on IT decision making to understanding how practices vary across firms and the extent to which this is consistent with "best practices" as described in previous literature. Finally, we will compare these processes to internal and external performance metrics to better understand which sets of practices appear to be most effective.

To make these comparisons concrete, we examine both the general decision process as well as the specific processes used for two recent IT investment decisions :the adoption of computer-based home banking (PC banking), and the development of the corporate web site. These decisions were chosen because they were recent and are related but provide some contrast; in particular, PC banking is a fairly well defined product innovation, while the corporate web presence is more of an infrastructure investment which is less well-defined in terms of objectives and business ownership.

Overall, we find that while some aspects of the decision process are fairly similar across institutions and often conform to "best practice" as defined by previous literature, there are several areas where there is large variation in practice among the banks and between actual and theoretical best practice. Most banks have a strong and standardized project management for ongoing systems projects, and formal structures for insuring that line-managers and systems people are in contact at the initiation of technology projects. At the same time, many banks have relatively weak processes(both formal and informal) for identifying new IT investment opportunities, allocating resources across organizational lines, and funding exploratory or infrastructure projects with long term or uncertain payoffs.

The reminder of this paper is organized as follows. Section 2 describes the previous literature on performance of financial institutions and the effects of IT on performance. Section 3 describes the methods and data. Section 4 describes the current academic thinking on various components of the decision process and compares that to actual practices at the banks we visited. Section 5 describes the results of our in-depth study of PC banking projects and the summary, Section 6 contains a similar analysis for the Corporate Web Site and discussion and conclusion appear in Section 7.

How Financial Firms Decide on Technology

(Part Three)

2.0Previous Literature

2.1Performance of Financial Institutions

There have been a number of studies that have examined the efficiency of the banking industry and the role of various factors such as corporate control structure (type of board, directors, insider stock holdings, etc.), economies of scale (size), economies of scope (product breadth), and branching strategy; see Berger, Kashyup and Scalise (1995) and Harker and Zenios (forthcoming) for a review of the banking efficiency literature. While there is substantial debate as to the role of these various factors, there is one unambiguous result: that most of the (in) efficiency of banks is not explained by the factors that have been considered in prior work. For example, Berger and Mester (1997) estimate that as much as 65-90% of the x-inefficiency remains unexplained after controlling for known drivers of performance. A similar story also appears in insurance where "x-efficiency" varies substantially across firms when size, scope, product mix, distribution strategy and other strategic variables are considered. It has been argued that one must get "inside the black box" of the bank ot consider the role of organizational, strategic and technological factors that may be missed in studies that rely heavily on public financial data.

2.2Information Technology and Business Value

Early studies of the relationship between IT and productivity or other measures of performance were generally unable to determine the value of IT conclusively. Loveman (1994) and Strassmann (1990) ,using different data and analytical methods both found that the performance effects of computers were not statistically significant. Barus, Kriebel and Mukadopadhyay (1995), using the same data as Loveman, found evidence that IT improved some internal performance metrics such as inventory trunover, but could not tie these benefits to improvements in bottom line productivity. Although these studies had a number of disadvantages (small samples, noisy data ) which yielded imprecise measures of IT effects, this lack of evidence combined with equally equivocal macroeconomic

ananlyses by Steven Roach (1987) implicitly formed the basis for the "productivity paradox". As Robert Solow (1987) once remarked, "you can see teh computer age everywhere except in the productivity statistics."

More recent work has found that IT investment is a substantial contributor to firm productivity, productivity growth and stock market valuation in a sample that contains a wide range of industries. Brynjolfsson and Hitt (1994,1996) and Lichtenberg (1995) found that IT investment had a positive and statistically significant contribution to firm output . Brynjolfsson and Yang (1997) found that the market valuation of IT capital was several times that of ordinary capital. Brynjolfsson and Hitt also found a strong relationship between IT and productivity growth and taht this relationship grows stronger as longer time periods are considered. Collectively ,these studies suggest that there is no productivity paradox, at least when the analysis is performed across industries using

firm-level data. The differences between these results and earlier studies is probably due to the use of data taht was recent , more comprehensice ,and more disaggregated (firm level rather than industry or economy level).

Most previous sutdies have considered the effects of technology across firms in multiple industries, although a few studies have considered the role of technology in specifically in the banking industry. Steiner and Teixiera surveyed the banking industry and argued that while large investments in technology clearly had value,little of this value was being captured by the banks themselves; most of the benefits were being passed on to customers as a result of intense competition. Alpar and Kim examined the cost efficiency of banks overall and found that IT investment was associatied with greater cost efficiency although the effects were less evident when financial ratios were used as the outcome measure. Prasad and Harkere examined the relationship between technology investment and performance for 47 retail banks and found positive benefits of investments in IT staff.

While these studies show a strong positive contribution of IT investment on average, they do not consider how this contribution (or level of investment )varies across firms. Brynjolfsson and Hitt found that "firm effects" can account for as much as half the contribution of IT found in these earlier studies. Recent results suggest that at least part of

these differences can be explained by differences in organizational and strategic factors. Brynjolfsson and Hitt found that firms that use greater overall IT benefits. Bresnehan, Brynjolfsson and Hitt found a similar result for firms that have greater levels of skills and those that make greater investments in training and pre-employment screening for human capital . In addition, strategic factors also appear to affect the value of IT. Firms that invest in IT to create customer value (e.g. improve service, timeliness, convenience, variety) have greater performance than firms that invest in IT to reduce costs.

While these studies are begining to explore how the performance of IT investment varies across firm, particularly due to organizational and strategic factors, little attention has been paid to the technology decision making process.

How Financial Firms Decide on Technology

(Part Four)

2.3IT Investment Decisions

While there is no concise definition of "best practice" in IT investment decisions, there are a number of consistent arguments advanced in the IT management literature that can be synthesized into an understanding of the conventional wisdom.

For the pruposes of discussion it is useful to subdivide the process of IT management into seven discrete, but interrelated processes. The first six processes are oriented around the proposal, development and management of IT projects, while the last process is about maintaining the capabilities of the IT function and its interrelationships with the rest of the business:

1.Identification of IT opportunities

2.Evaluating opportunities

3.Approving IT projects

4.The make-buy decision

5.Managing IT projects

6.Evaluating IT projects

7.Manage and Develop the IT Function

This subdivision loosely corresponds to many of the major issues in IT management

such as outsourcing, line management-IT alignment, software project management, and evaluating IT investments.

In addition, this list loosely corresponds to frameworks for the management of IT. The primary difference is that this list views the IT management process as managing a stream of projects rather than focusing on the function of the IT department overall or the role of the CIO, the typical perspective in the previous literature. For example, a common framework used to align IT to business starategy, the critical success factors(CSF) method, include three workshops: the first to identify and focus objectives, the second to decide and prioritize on systems investment, and the third to develop, deploy and reevaluate prototype systems. Boynton, Jacobs and Zmud(1992) identify five critical IT management processes: setting strategic direction, establishing infrastructure systems, scanning technology, transferring technology and developing systems. Rockart, Earl and Ross(1996) propose eight imperatives for the IT organization which can be grouped into managing the IT-business relationship, building and managing systems and infrastructure, managing vendors, and creating a high performance IT organization. Thus, while previous work has subdivided the process in different ways, collectively the studies cover all the seven processes we examine.

We will discuss each of the individual points in detail below.

2.3.1Identificant of Opportunities

Historically, the IT function was primarily reactive, responding to requests by business units. A business unit. A business unit manager would identify a need for a new system or a repair/enhancement to an existing system and communicate this need to the IT function. The IT personnel would then evaluate the idea for technical feasibility and develop a project proposal include an initial determination of resource needs, cost, and delivery time. While this makes effective use of IT personnel in evaluating particular ideas, it provides only a limited role for IT personnel to aid in the identification of technology-based business opportunities.

For that reason, some authors have suggested that the IT function should play a larger role in the identification of technological opportunities. For example, Davenport

and Short (1990) emphasize that IT capabilities should inform business needs as well as the business units placing demandson the IT function. Fockart, Earl and Ross and Boynton, Jacobs and Zmud identify the role of "technology scanning" and "technology education" as an important component of a centralized IT department; they argue that information systems specialists should be reponsible for evalusting new technologies for business applicability since business units will generally lack the resources or the technological capability to perform these evaluations themselves. Moreover, central IT is best positioned to educate the end uses to make them good "custmers" of the central IT group.

In the banking industry, IT may be able to play an additional role in coordinating technology. Because banks and other financial firms are often managed with largely autonomous business units (for example, banks are often divided into product lines

---cash management, investment----or along customer segments---wholesale, commercial, retail) only the central IT function will have a perspective over the porfolio of systems projects and capabilities. One critical role in this respect is the provision and development of the shared IT infrastructure (e.g. central processors, networks, software standards, etc.). Often these projects naturally span business units such that the only ral owner is the IT function; also they generally tend to be highly technical and thus the natural responsibility would also fall on the IT department.

How Financial Firms Decide on Technology

(Part Five)

2.3.2 Evaluating Oppoutunities

Once a project is at least initially defined, there is a process by which the initial idea is converted into a proposal that can be evaluated by management for approval or rejection of funding.

In the last ten years, it has become more or less standard practices to develop a business case or business plan for any substantial IT investment (some small maintenance projects are simply done on request), although the content, sophistication and formality of this process varied substantially. The most typical of these project proposals (assuming a

mid-size to large project) take the form of a business plan which includes a qualitiative description of the objectives, competitive environment, a description of the opportunity and, in some cases, an implementation plan. While the form of these plans varies widely, there are some general points of comparison.

For the qualitative portion, the major issue is whether the plan explicitly addresses changes in the business environment, or is primarily inward focused. For minor systems enhancement projects with no strategic objective (or even major investments that are not strategic such as year 2000 repairs), it makes sense for the plan to focus entirely on internal issues. However, to the extent that the investment is made for competitive reasons or is likely to spur a reaction from competitors, it is important to qualitatively evaluate whether the business environment will remain static and , if not, examine possible scenarios that are likely to occur. The assumption of a static business environment is a common decision bias that can particularly plague strategic IT investments; Clemens (1991) terms this the "trap of the vanishing status quo".

For the quantative financial evaluation, most IT evaluation methods have their roots in traditional capital budgeting procedures such as discounted cash flow analysis(DCF). However, while these techniques can work well for projects where costs and benefits ar well defined (e.g. purchasing off-the -shelf software in pursuit of operational cost savings), it is increasingly recognized that simple application of DCF approaches is not sufficient for IT investments. This is because much of the value of modern IT investments is likely to be difficult to quantify --such as revenue enhancements or cost savings through improved customer service, product variety, or timeliness. One commonly used stategy is to value non-quantifiable benefits at zero, although this strategy will systematically bias project evaluations to unnecessarily reject projects.

Recognizing the limitation of the DCF approach, several alternative approaches have been proposed. One method is to base tghe case entirely on qualitative analysis; unfortunately, this approach often leads to hightly subjective judgements and is likely to err on the side of accepting bad projects. Kaplan, recognizing this problem in the context of evaluating computer integrated manufacturing (CIM), proposed using a variant of DCF;

a firm calculates the present value of the investment using all the components that can be quantified and then compares this prliminary value to the qualitative list of other benefits and costs. In other cases, where the evaluation is make difficult because of future uncertainties (e.g. market growth and acceptance; response of competitors ) decision trees or other types of probability based assessment tools may simplify investment decisios. Finally, for some types of investments or decisions (for example, the decision whether to invest immediately or defer), advanced techniques such as real options can be applied.

Although this discussion has focused primarily on evaluating the benefit part of the quantitative evaluation, there are other difficulties in estimating the cost of IT projects, particualarly those involving software development. Existing models such as COCOMO of function points estimation are known to improve the ability to predict project length, staffing requirements and total costs, although they are k own to be systmeatically off by as much as 400%. However, the accuracy of these estimates can also be improved later in the project when specifications are well defined or by customizing the models to the experience of a particular organization. However, despite the fact that these tools and approaches are readily available many firms still utilize "seat of the pants" estimants or lock in schedules and cost estimants before the projects are fully defined.

How Financial Firms Decide on Technology

(Part Six)

2.3.3Approving IT Projects

Once a project has been evaluated and a formal project proposal exists, there are a variety of mechanisms that are used to determine which projects should be funded. Most institutions have some form of committee structure, similar to capital budgeting committees, which is responsible for evaluating, modifying and approving projects.

Most of the previous literature on the management of IT has focused on the so-called "IT steering committee" which is an executive level group, often comprised of the heads of business units or their direct reports. The objective of this committee is to ensure that IT strategy is aligned with business unit strategy, projects are coordinated across business

units where there are possible synergies and to educate the business unit managers on the both the actual activities of the IT group and the potential IT opportunities.

2.3.4Make-Buy Decisions(Outsourcing)

At the inception of any project, a firm has the choice of whether to utilize their internal resources in the IT department (insource) or utilize an outside vendor for any or all of a project(outsourcing). While the market for outsourced services has existed since sale of the first corporate computers, the size of the outsourcing market has grown dramatically in recent years and is expected to grow substantially. In 1997 the market for information technology outsourcing has been estimated at $26.5 billion in the U.S. and at $90 billion worldwide. Growth estimates of this market range from 15% to 25%.

In general , an outside firm may be advantaged in providing a service previously produced internally, because of economies of scale, scope or specialization. By aggregating demands for multiple clients, vendors can smooth variations in demand increasing capacity utilization and reducing risk, make investments that trade larger fixed costs for lower variable costs, and have stronger incentives to invest in cost-reducing technology. By narrowly focusing on technology, they may be better able to attract, hire , manage and retain high quality personnel due to better ability to tailor management practices, career paths and incentive structures to a specific activity. The value of these benefis is tempered by explicit and implicit costs of using the market or some intermediate form of governance rather than vertical integration. These problems manifest themselves in three types of risk: shirking(under-performance in hard-to-measure tasks), poaching (misappropriaiton of shared resources ) and opportunistic re-negotiation (exploitation of bargaining disadvantages in ongoing relationships) . Some authors have argued that in IT these risks are so severe that outsourcing has, overall, a poor value proposition. However , there are a number of very successful agreements and the growth in the market over the long term suggests that some economic benefits of outsourcing are present.

In pratice, outsourcing can take many forms and the complexity of these arrangements is increasing. The simplest arrangement is the use of contract workers; the

worker is not employed by the firm, but is managed more or less as if they were an employee. This pratice is so common in IT that the presence of contract employees is assumed to be a standard feature of IT departments. At the next level is selective outsourcing in which a firm outsources particular projects or parts of projects to an outside vendor. This is also quite common in software development and technical support activities, although any well-defined task could presumably be outsourced in this way. Finally, the firm may choose to outsource the entire IT function, a practice that began in the late 1980s and has continued today.

Hitt, Lorin M., Frei, Frances X. and Patrick T. Harker. (1999)

"How Financial Firms Decide on Technology," in Brookings/Wharton

Papers on Financial Services:1999, Litan, Robert E. and Anthony

M. Santomero, Eds. Washington, DC: Brookings Institution Press.

北大光华管理学院招生简章

北京大学光华管理学院招生简章 北京大学光华管理学院（Guanghua School of Management,Peking University）成立于1994年，前身是成立于1985年的北京大学经济管理系。目前学院设有9个系，分别是应用经济学系、金融系、组织管理系、市场营销系、战略管理系、会计系、管理科学与信息系统系、商务统计与经济计量系、卫生经济与管理系。下设金融学，市场营销，企业战略，财务会计，人力资源管理等多个专业，是中国大陆高校中科研实力最强的商学院之一。光华管理学院的著名教授包括厉以宁、张维迎等。现任院长是蔡洪滨。 学院简介 北京大学光华管理学院的前身是北京大学工商管理学院，作为专门从事管理研究和教育的机构，光华秉承了北大深邃的学术思想和深厚的文化底蕴，在过去的20年内（1985-2005 ）已经发展成为国内顶尖的商学院。在今后五年中，光华管理学院将本着“控制规模、提高质量、塑造品牌、信誉第一”的办学方针，博采众长，力争跻身世界一流商学院之列，不断为中国培养最优秀的管理人才。 学院英文名称为Guanghua School of Management，简称GSM，光华的学生自称GSMer。 北京大学光华管理学院的前身是1985年建立的北京大学经济学院经济管理系。1993年12月，经济管理系与北京大学管理科学中心合并成立“北京大学工商管理学院”。在此基础光华管理学院新楼上，1994年9月，北京大学与光华教育基金会签订协议，学院正式更名为北京大学光华管理学院。 截至2011年6月，光华管理学院拥有109名全职教研人员，在严谨的理论研究基础上，提供专业的本科、硕士、博士教育及针对各层次的工商管理教育（MBA、EMBA）。此外，学院还为大型跨国公司和中国公司提供定制的内部培训，并设有专门的高层经理培训项目（EDP）。2003年12月，为建设高素质、应用型的会计人才队伍，学院专门设置了会计硕士专业学位（MPAcc）。 截至2011年6月，光华管理学院共有在册学生共3249名，其中本科生774名，普通硕士研究生300名，博士生144名，MBA学生1160名，MPAcc学生171名及EMBA学生700名。二十多年来，光华管理学院吸引了国内最优秀的学员，并向社会输出了大量的优秀人才。 与此同时，光华管理学院与欧洲、美洲、大洋洲及亚洲地区的近90所大学建立了长期学术交流和广泛的合作关系，并开展了一系列的交流项目。通过这些合作，学院的发展网络进一步地扩展到全世界。 继加入AACSB、GMAC、EFMD、PIM等国际管理组织后，光华管理学院于2010年4月正式通过EQUIS（欧洲质量发展认证体系）认证，光华的国际化进程进一步加速，向着国际一流商学院的目标迈进。 师资力量 光华管理学院拥有雄厚的师资：截至2011年6月，光华管理学院拥有109名全职教研人员，在严谨的理论研究基础上，提供专业的本科、硕士、博士教育及针对各层次的工商管理教育（MBA、EMBA）。此外，学院还

北大光华管理学院金融硕士考研各专业复试分数线一览

北大光华管理学院金融硕士考研各专业 复试分数线一览 本文系统介绍北大光华管理学院金融硕士考研难度，北大光华管理学院金融硕士就业，北大光华管理学院金融硕士学费，北大光华管理学院金融硕士考研辅导，北大光华管理学院金融硕士考研参考书五大方面的问题，凯程金融硕士老师给大家详细讲解。特别申明，以下信息绝对准确，凯程就是王牌的金融硕士考研机构！ 六、北大光华管理学院金融硕士复试分数线是多少？ 2015年北大经院金融硕士考研复试分数线是385分，政治英语不低于60分，专业课不低于90分。复试形式为面试。考研复试面试不用担心，凯程老师有系统的专业课内容培训，日常问题培训，还要进行三次以上的模拟面试，确保你能够在面试上游刃有余，很多老师问题都是我们在模拟面试准备过的。五、北大光华管理学院金融硕士考研参考书是什么北大光华管理学院金融硕士初试科目： 101思想政治理论 204英语二 303数学三 431金融学综合 注：科目④金融学综合包括三部分：微观经济学、统计学、金融学（含证券投资学、公司财务、货币金融），每部分各75分，考生须任选两部分作答。 北大光华管理学院金融硕士参考书很多人都不清楚，这里凯程金融硕士王牌老师给大家整理出来了。 凯程推荐的参考书目： 《金融学》——黄达著 《公司理财》，机械工业出版社，罗斯等著； 《财务管理学》，企业管理出版社，刘力著 《投资学》，机械工业出版社，博迪著； 《货币银行学》，北京大学出版社，刘宇飞著； 《货币银行学》，北京大学出版社，姚长辉等著 《证券投资学》，北京大学出版社，曹凤岐等著 《微观经济学十八讲》，北京大学出版社，平新乔著 《微观经济学现代观点》，格致出版社，范里安著 《微观经济学-基本原理与扩展》，北京大学出版社，尼克尔森著 《概率论与数理统计》，茆诗松，中国统计出版社 《计量经济学基础》古扎拉蒂著 以上参考书实际复习的时候，请按照凯程老师指导的重点进行复习，有些内容是不考的，帮助你减轻复习压力，提高复习效率。四、北大光华管理学院金融硕士考研辅导班有哪些？ 对于金融硕士考研辅导班，业内最有名气的就是凯程。很多辅导班说自己辅导北大光华管理学院金融硕士，您直接问一句，北大光华管理学院金融硕士参考书有哪些，大多数机构瞬间就傻眼了，或者推脱说我们有专门的专业课老师给学生推荐参考书，为什么当场答不上来，因为他们根本就没有辅导过金融硕士考研，更谈不上有金融硕士的考研辅导资料，考上金融硕士的学生了。

北大MBA会计学案例库

北大MBA会计学案例库 成本与市价孰低法 某公司采用成本与市价孰低发对短期投资进行计价。该公司1992年12月31日短期投资余额未400，000元，证券跌价准备余额未20，000元。1991年12月31日短期投资种类及相关资料如下： 成本市价证券跌价准备 A公司股票200,000.00190,000.0010,000.00 B公司股票100,000.0090,000.0010,000.00 C公司股票200,000.00204,000.000.00 合计500,000.0020,000.00 1992年B公司股票以91,000元售出，售家和按市价调整后的账面数之差被计入"证券出售利得"。1992年12月31日的市价情况如下： 市价 A公司 199,000.00 C公司 205,000.00 问题： （1）该公司运用成本与市价孰低法对短期投资计价，是以单个证券为基础还是以总价为基础？ （2）运用成本与市价孰低法的主要理论基础是什么？该公司运用这一规则合理吗？ （3）该公司对出售C公司股票的会计处理正确吗？ （4）该公司于1992年12月31日还需要做什么分录，以反映有价证券市价的变化？ 阳澄湖公司 以下是阳澄湖公司1996年发生的部分经济业务： （1）因为火灾物品贱卖（fire sale ），价值140，000元的设备以110，000元的价格购

入。所作分录为： 借：机器设备140，000 贷：现金110，000 收入30，000 （2）预计销售价格减去估计的销售成本（销售费用）后，成本为380，000元的商品存货在资产负债表中确认的金额为460，000元。记录商品存货增值的会计分录是：借：商品存货80，000 贷：收入80，000 （3）公司总裁使用他自己的钱购买小帆船自用，所作会计分录如下： 借：杂项费用80，000 贷：收入80，000 （4）1996年度房屋折旧为23，000元，因为房屋市价上涨过大，所以年底所作的计提折旧分录为： 借：留存收益23，000 贷：累计折旧--房屋23，000 （5）以股票换入设备，股票总面值为70，000元，公平市价为300，000元，设备的公平市价不详，交换时所作的会计分录是： 借：机器设备：70，000 贷：股本70，000 （6）收到顾客的购货定单，购买本公司商品16，000元。所购商品于1997年1月10日运出，但1996年已作会计分录如下： 借：应收账款16，000 贷：销货16，000 （7）某顾客诉阳澄湖公司，要求赔偿损失90，000元，理由是由于公司商品质量问题而使其个人受到了伤害。公司所聘请的律师非常肯定地说，公司100%地能赢得这场官司。然而，公司所作的会计分录为： 借：诉讼损失90，000 贷：诉讼负债90，000 （8）阳澄湖公司总裁担心，万一公司发生清算，则其无形资产将要转变为现金。因此，决定将本年因购买交易产生已入账的商誉600，0000元作如下注销： 借：折旧费用8，000 贷：累计折旧8，000 要求：试说明上述会计分录有无违背公认的会计原则，若有，指出违背了哪条原则，并做出正确的会计分录。

会计学 - 北大光华管理学院

课程大纲 会计学 课程编号：02831520 授课对象：本科生 学分：3 任课教师：黄慧馨 课程类型：公选开课学期：2015年春 先修课程： 任课教师简历（500字左右）： 黄慧馨，女，北京大学光华管理学院博士，副教授。1981年以全省第三名的成绩考 入北京大学经济管理专业，读本科四年；1985年：免试推荐在北京大学经济管理系 就读硕士研究生；2003年：获得博士学位，曾访问剑桥大学、美国西北大学和哈佛 大学。 从事会计与财务管理方面的教学已有20多年，所开设的课程包括：会计基础，西方 财务会计；外贸会计；中外合资企业会计；财务管理；管理会计；国际会计与高级会 计等。授课对象包括本科生、研究生及MBA学生、公司管理人员等。 任课教师联系方式：hhx@https://www.sodocs.net/doc/cf13076479.html,, 62754828 助教姓名及联系方式：待定。（开学后确定） 辅导、答疑时间：邮件预约，或课堂约定。 一、项目培养目标 Learning Goal 1: Graduates will possess a solid understanding of business and management and will be able to translate this knowledge into practice. 1.1Objective 1 Our students will have a good command of fundamental theories and knowledge. 1.2Objective 2 Our students will have a good command of analytical methods and decision-making tools. 1.3Objective 3 Our students will be able to apply theories and methodologies in key business functions. Learning Goal 2: Our students will be able to think critically. 2.1Objective 1 Our students will be able to identify and summarize problems 2.2Objective 2 Our students will be able to collect data and analyze problems in a critical manner 2.3Objective 3 Our students will be able to put forward effective solutions to business problems Learning Goal 3:Our students will have a sense of social responsibility. 3.1Objective 1 Our students will be aware of the importance of ethics. 3.2 Objective 2 Our students will be able to provide solutions that take account of contrasting ethical standpoints. Learning Goal 4: Our students will be effective communicators. 1.1Objective 1 Our students will be proficient in oral and written communication.

北京大学光华管理学院金融硕士考研真题

北京大学光华管理学院金融硕士考研真题 2011年考研北大金融项目专业课考试 微观部分（90分） 1（20分） U(X,Y)=log(X+3)+log(Y-2),X≥0,Y>2.X价格为p,Y为q,收入为I. （1）求最优消费量X，Y，及说明I≥3p+2q是有效需求存在的必备条件。 （2）求X，Y需求收入弹性并判断其X,Y是否为奢侈品 （3）X，Y是否有劣质品和吉芬商品的情形，请严格证明 2（20分） 存在两类消费市场，第一类型消费市场的需求函数为P=6-0.8q,消费人数n1=10，第二类型消费市场的需求函数为P=12-q,n2=20.垄断厂商的边际固定成本为3. （1）如果垄断厂商可以进行三级价格歧视，求最优定价策略和产量分配 （2）假设垄断厂商可以两部分定价，确定F和边际价格P，如果必须保证两类消费者都购买，求最优的F和P？如果只需确保一类型的消费者购买，此时最优的F和P是多少？垄断厂商最后会选择吸引两类消费者还是一类消费者？为什么？ 3（15分） 假设某企业为价格接受者，其成本函数C(q i)=[α+βq i]2,其中α>0,β>0. (1)求出该企业的供给函数 (2)如果有两个企业，每个企业成本函数同上，那么求两个企业的平均供给与价格是什么关系？如果企业数同 为4，关系又如何？N->∞是又是什么关系呢？ (3)假定市场需求曲线为P=a-bQ,如果只有上述一个企业提供产品，求市场均衡价格，并说明市场存在的唯一均 衡条件。 4（15分） 赫芬达尔指数······（不完整，还有部分条件未给出） (1)∑i=1Nπi/PQ=H/ε (2)∑i=1Nαi[(P-C i)/P]=H/ε 5（20分） K个目击证人４0-1（条件是关于出庭作证及目击证人三种效用的，不太完整） (1)找出所有纯战略纳什均衡 (2)Ｋ＝２，计算混合战略纳什均衡 (3)对于任意的Ｋ，计算对称混合战略纳什均衡 另外，计算罪犯被抓概率（提示：是Ｋ的函数）

北大MBA原文案例库汇编(5个doc文档)

北大MBA原文案例库汇编(5个doc文档)

北大MBA会计学案例库 成本与市价孰低法 某公司采用成本与市价孰低发对短期投资进行计价。该公司1992年12月31日短期投资余额未400，000元，证券跌价准备余额未20，000元。1991年12月31日短期投资种类及相关资料如下： 成本市价证券跌价准备 A公司股票200,000.00190,000.0010,000.00 B公司股票100,000.0090,000.0010,000.00 C公司股票200,000.00204,000.000.00 合计500,000.0020,000.00 1992年B公司股票以91,000元售出，售家和按市价调整后的账面数之差被计入"证券出售利得"。1992年12月31日的市价情况如下： 市价 A公司 199,000.00 C公司 205,000.00 问题： （1）该公司运用成本与市价孰低法对短期投资计价，是以单个证券为基础还是以总价为基础？ （2）运用成本与市价孰低法的主要理论基础是什么？该公司运用这一规则合理吗？ （3）该公司对出售C公司股票的会计处理正确吗？ （4）该公司于1992年12月31日还需要做什么分录，以反映有价证券市价的变化？ 阳澄湖公司

以下是阳澄湖公司1996年发生的部分经济业务： （1）因为火灾物品贱卖（fire sale ），价值140，000元的设备以110，000元的价格购入。所作分录为： 借：机器设备140，000 贷：现金110，000 收入30，000 （2）预计销售价格减去估计的销售成本（销售费用）后，成本为380，000元的商品存货在资产负债表中确认的金额为460，000元。记录商品存货增值的会计分录是： 借：商品存货80，000 贷：收入80，000 （3）公司总裁使用他自己的钱购买小帆船自用，所作会计分录如下： 借：杂项费用80，000 贷：收入80，000

光华管理学院SIMBA管理学

管理学 主讲人：王建国博士（Dr. Wang Jianguo） 办公室424 Tel： 学期：2002 – 2003 第一学期 一、课程目标： 1.系统介绍组织与管理的知识与技巧体系； 2.分析组织与管理中常见的问题与探讨解决的办法； 3.通过案体分析与研究报告提高分析与管理技能。 二、研讨方法： 本课程采取各种有益的教学方式：讲课，小组讨论，案例分析，实际考察，管理实践等。 三、评分标准： presentation 30分（21分陈述+9分辩论） 体会 15分（2500字以内） 出勤率 10分 表现 10分 (满分) 闭卷考试 45分（五选三，闭卷，一个半小时）

四、主要教科书： 1.基本教材： 《管理学》（第五版），[美]斯蒂芬·P·罗宾斯（Stephen P Robins），中国人民大学出版社 Prentice Hall,北京，1998（罗） Robbins, SP and M Coulter, “Management”, 6th edition (International edition), prentice Hall, 1999(R) 2.参考书 《管理学精要》，亚洲篇，[美]约瑟夫M普蒂（Joseph M Putti），海茵茨·韦罗奇（Heinz Weihrich）及哈罗德·孔茨（Harold Koontz）等着，丁慧平，孙先锦译，机械出版社& McGraw-Hill,北京，1999 Stoner JAF, RE Freeman and Jr D Gilbert, “Management”, 6th edition, Prentice Hall, New Jersey, 1995. 五、课程大纲 1.管理与导论第一，二章（罗）（R） 2.管理文化与环境第三章（罗）（R） 3.社会责任与管理道德第五章（罗）（R） 4.管理决策第六章（罗）（R） 5.计划的基础第七章（罗）（R）

2004-2013北京大学光华管理学院考研真题解析 金融学部分

2004-2013北京大学光华管理学院考研真题及解析 （金融学部分） 一、2006年金融学 （一）写出货币乘数公式，说明在货币创造过程中参与各方如何对货币乘数产生影响。 答：货币乘数的公式为mm=1+1/1+cu+re+f，其中mm为货币乘数，cu为通货-存款比率，re为存款准备金比率，f为流出比率。 在货币的创造过程中，参与的各方包括，一般公众、企业、商业银行以及中央银行。 一般公众在货币的创造过程中，主要是持有通货，对通货-存款比率产生影响。相对于存款，公众的支付习惯、取得现金的成本和取得方便与否影响公众手中持有的现金，从而影响通货-存款比率。例如：如果附近有自动取款机，个人将平均携带较少的现金，因为用完现金的成本较低。另外，通过-存款比率具有很强的季节性特点，在一些特定的时节，比如西方的圣诞节，我国的春节前后，比率会比较高。改写货币乘数公式为mm=1+（1-re）/（re+cu） 可知通过-存款比率上升会减少货币乘数。 存款准备金包括法定存款准备金和银行自己持有的超额准备金，法定存款准备金率由中央银行规定，而超额的准备金由银行自身根据经营状况，金融市场整体风险自行决定。当然，由于持有准备金是有成本的，贷款利率即持有准备金的机会成本，因此银行会在尽可能少的持有准备金所导致的风险和多持有准备金所导致的利率损失两者进行权衡，在可以承受的风险条件下，近可能的少持有超额准备金。银行持有的超额准备金会影响准备金-存款比率，进而影响货币乘数。 在货币创造过程中，中央银行不仅可以改变基础货币存量进而创造货币，也对货币乘数产生重要的影响。首先中央银行可以通过规定法定存款准备金率来极大的影响货币乘数。中央银行对法定存款准备金率的改变可以直接反映到银行的经营决策中，甚至迫使银行改变经营策略，这一手段能直接、迅速地起到作用，但是它可能会引起金融系统的巨大波动，因此并不经常使用。其次中央银行还可以通过贴现率等手段影响银行和公众的行为，进而影响货币乘数。 不管是银行或是中央银行的行为中，对准备金-存款比率产生的影响，通过-存款比率的增加将减小货币乘数。 （二）假设你有一个投资组合，由a、b、C三种证券组成，如下表：

北大mba原文案例库

How Financial Firms Decide on Technology，介绍国际大银行在决定对信息技术投资时的考虑要点 和他们具体的实施过程。 How Financial Firms Decide on Technology (Abstract) The financial services industry is the major investor in information technology(IT) in the U.S. economy; the typical bank spends as much as 15% of non-intereste expenses on IT. A persistent finding of research into the performance of financial institutions is that performance and efficiency vary widely across institutions. Nowhere is this variability more visible than in the outes of the IT investment decisions in these institutions. This paper presents the results of an empirical investigation of IT investment decision processes in the banking industry. The purpose of this investigation is to uncover what, if anything, can be learned from the IT investment practices of banks that would help in understanding the cause ofthis variability in performance along with pointing toward management practices that lead to better investment decisions. Using PC banking and thedevelopment of corporate Internet sites as the case studies for this investigation, the paper reports on detailed field-based surveys of investment practices in several leading institutions How Financial Firms Decide on Technology (Part One) 信息技术对金融服务业的影响正在增加，不仅仅表现在银行的15%无息开支上，而且对金融服务业的运做和战略也有很强的影响。一个对金融机构的长期研究表明，不同的机构的效率和表现也不同。其决定的因素有以下一些其中的一个因素就是对投资的决定和管理。SBS是一个失败的例子，但是成功的公司也不少。本文注重解答以下的问题：１.银行对ＩＴ投资的评估和管理过程？２.在对ＩＴ的管理过程中，理论和实际操作的结合如何？３.ＩＴ投资的管理和银行性能的关系如何？ 1.0 Introduction Information technology(IT) is increasingly critical to the operations of financial services firms. Today banks spend as much as 15% of non-interest expense on information technology. It is estimated that the industry will spend at least $21.1 billion on IT in 1998, and financial institutions collectively account for the majority of IT investment in the U.S. economy. In additon to being a large ponent of the cost

光华管理学院本科生课程

光华管理学院本科生课程 课程号 02831110 课程名经济学学分 4.0 周学时 4.0 总学时 68.0 开课学期秋 课程号 02831310 课程名管理学原理学分 3.0 周学时 3.0 总学时 51.0 开课学期春 课程号 02831510 课程名基础会计学分 4.0 周学时 4.0 总学时 68.0 开课学期秋 课程号 02831521 课程名初级会计学 (一) 学分 3.0 周学时 3.0 总学时 102.0 开课学期春 课程号 02831522 课程名初级会计学 (二) 学分 3.0 周学时 3.0 总学时 102.0 开课学期秋 课程号 02831530 课程名帐务实践学分 2.0 周学时 2.0 总学时 34.0 开课学期春 课程号 02831710 课程名一元微积分学分 5.0 周学时 5.0 总学时 85.0 开课学期秋 课程号 02831720 课程名多元微积分学分 5.0 周学时 5.0 总学时 85.0 开课学期春 课程号 02832110 课程名微观经济学学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02832120 课程名宏观经济学学分 3.0 周学时 3.0 总学时 51.0 开课学期春 课程号 02832130 课程名发展经济学学分 3.0 周学时 3.0 总学时 51.0 开课学期春 课程号 02832140 课程名劳动经济学学分 2.0 周学时 2.0 总学时 34.0 开课学期秋 课程号 02832210 课程名经济法学分 3.0

周学时 3.0 总学时 51.0 开课学期春 课程号 02832410 课程名资产评估学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02832510 课程名财务会计学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02832520 课程名成本会计学分 2.0 周学时 2.0 总学时 34.0 开课学期春 课程号 02832610 课程名市场营销原理学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02832620 课程名行销管理学分 3.0 周学时 3.0 总学时 51.0 开课学期春 课程号 02832710 课程名统计学原理学分 4.0 周学时 4.0 总学时 68.0 开课学期秋 课程号 02833110 课程名经济统计与国际比较学分 2.0 周学时 2.0 总学时 34.0 开课学期春 课程号 02833120 课程名城市经济学学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02833130 课程名区域经济学学分 3.0 周学时 3.0 总学时 51.0 开课学期春 课程号 02833140 课程名国际经济学学分 3.0 周学时 3.0 总学时 51.0 开课学期春 课程号 02833210 课程名财政学学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02833220 课程名货币银行学学分 3.0 周学时 3.0 总学时 51.0 开课学期不定 课程号 02833230 课程名金融市场与金融机构学分 3.0 周学时 3.0 总学时 51.0 开课学期秋 课程号 02833240 课程名国际金融学分 3.0 周学时 3.0 总学时 51.0 开课学期春

北京大学光华管理学院金融硕士学费为什么那么贵

北京大学光华管理学院金融硕士学费为 什么那么贵 目标考北京大学光华管理金融硕士的跨专业的同学来说，对于该校的考试难度的分析以及考研招生人数的多少及招生比例是大家共同所关心的。在此小编整理这些资料希望对大家能有所帮助。先了解一下基本情况，比如说学费这个问题。 一、北京大学光华管理学院金融硕士学费是多少？ 北京大学光华管理学院金融硕士学费总额为12.8万元，分两年缴清。 金融硕士考研为什么这么贵，凯程洛老师和清华北京大学人大的多位教授问了这个问题，他们的回答是一致的，金融硕士是高投入高产出的专业，没有一流的老师就没有一流的学生，请最好的老师培养金融硕士人才，这是行业需要。确实，金融硕士就业薪水高是事实，一年就赚回来了。例如五道口金融学院2年12.8万。 二、北京大学光华管理学院金融硕士就业怎么样？ 北京大学光华管理学院本身的学术氛围不错，人脉资源也不错，出国机会也不少。2014年北京大学光华管理学院硕士毕业生就业率高达97.38%。北京大学光华管理学院金融硕士就业是一等一的好，清华五道口和经管毕业生第一年大约20-30万每年，人大的也是在15-25之间，北京大学光华管理学院的预计在15-30万之间，金融硕士就业去向一般是金融机构，证券公司，投行，一行三会，国有大企业的投资金融部门，前景一片光明。已经有毕业的学生，据统计薪水金额大约第一年在12-20万之间，第二年以后的情况得看个人在单位的发展情况了。中国金融还是处于初级发展阶段，对高端人才的需求量非常大，有北京大学光华管理学院这样深厚背景的学生显得特别突出。 三、北京大学光华管理学院金融硕士考研难不难，跨专业的学生行不行? 最近几年金融硕士很火，特别是清华、北京大学这样的名校，2015年北京大学光华管理学院金融硕士招生人数45人左右，含推免生35人，招生人数较少，又作为名校，北京大学光华管理学院金融硕士考研难度可想而知，但是金融硕士考研专业课复习较容易，跨专业考研没有问题。 据凯程从北京大学光华管理学院内部统计数据得知，北京大学光华金融硕士的考生中93%是跨专业考生，在录取的学生中，基本都是跨专业考的。对这个现象凯程洛老师咨询了北京大学光华管理学院的老师，本身金融学本科的学生，保研的，加上出国的，加上就业的，基本上没有几个来考研的，金融学本科的就业本身就是不错的，不用冒着风险来考研。在考研复试的时候，老师更看重跨专业学生的能力，而不是本科背景。其次，金融硕士考试科目里，金融综合本身知识点难度并不大，跨专业的学生完全能够学得懂。即使本科学金融的同学，专业课也不见得比你强多少（大学学的内容本身就非常浅）。所以记住重要的不是你之前学得如何，而是从决定考研起就要抓紧时间完成自己的计划，下定决心，就全身心投入，要相信付出总会有回报。在凯程辅导班里很多这样三凯程生，都考的不错，主要是看你努力与否。 四、北京大学光华管理学院金融硕士考研辅导班有哪些？ 对于金融硕士考研辅导班，业内最有名气的就是凯程。很多辅导班说自己辅导北京大学光华管理学院金融硕士，您直接问一句，北京大学光华管理学院金融硕士参考书有哪些，大多数机构瞬间就傻眼了，或者推脱说我们有专门的专业课老师给学生推荐参考书，为什么当场答不上来，因为他们根本就没有辅导过金融硕士考研，更谈不上有金融硕士的考研辅导资

三战北大光华管理学院考研经验分享

三战北大光华管理学院考研经验分享北京大学光华管理学院考研经验分享-三战光华 初试：政治68，英语67，数学三：142，专业课选统计和微观：135 连续三次考光华。本科上海交通大学软件工程专业，10年毕业，大四一整年在上海胜略软件技术有限公司实习，看到上司们实在太辛苦了，就来考研，不过基础很不好，本科计算机编程项目任务重，数学英语等都没怎么学。 今年3月底到7月在北京迪科远望工作。7月底开始着手复习。之前准备过汇丰和ccer等，看了几本宏观，走了弯路。 数学：最先是看李永乐的《复习全书》。从头到尾将例题做一次。《复习全书》题目很多，我已经做过好几次了，还是有不会的。我11年的时候数学花的时间不多，第一次做的时候挺慢的，有些题目不会就直接看答案了，比较快的过一遍，然后把觉得重要的，做错过的题目标记下来。11年的时候复习全书课后习题没有做，后来感觉课后习题例题有相互补充的地方，需要做的。今年就把课后习题全做了一次。然后将以前标记的做错过的题目,重点的题目,又重新做了一次.《复习全书》要弄透彻还是要花很大功夫的。至少要完整地做完一次，然后再做重点的题目。还有660题是非常好的一本书，我做了两次，里面选择题很有意思，能够很好地检测自己的水平。然后大概11月开始做400题，每隔一天做一套，做完对答案，然后将不会的反复看几遍。然后做李永乐的历年真题，最近几年的按年份做，找一找考试的感觉，往年的题目我们往往有些熟悉，做起来会比较顺手，但是真正考试时候总会有一些比较新的题目。然后是按分章的做，这样做起来比较快。最后考前做李永乐的《数学决胜冲刺6+2》。我做的时候主要是练手，熟悉题目。还做过一些其他的书，比如李永乐的《数学全程预测100题》，这里面的大题也很值得一做，包括很多常考题目。做过陈文灯的一些书，感觉里面有一些比较偏的题，只做李永乐的就好了。我当时也是想再做点别人的书补充一下，现在看来是没有必要的。数学还有一本高等教育出版社的《2013全国硕士研究生入学统一考试数学考试参考书（数学3适用）（原考试大纲解析精编版）》。感觉在数学上花了很多时间。我11年考的时候觉得数学三简单，没怎么用心，《复习全书》没做完，然后做了陈文灯的一些书，效果不好。只考了131，12年只是从10月份开始准备的，模拟题做得少，考试时候太谨慎每题做完后检查一次，到后面没做完，考了135. 英语：我的英语不太好，单词很多不会。平时做阅读模拟题错得很多，就重点练习了排序和作文，考试时候排序都得了满分，作文考得还可以。8月以前主要是背单词，用过很多单词书，星火的《星火英语：考研英语词汇星火式巧记速记》，新东方的《考研英语词汇词根+联想记忆法》，还用过一些背单词软件，但是我不太擅长记忆，花了大量时间收获不大，感觉是考研复习中时间分配最失败的地方，不过我也有利用考研这个机遇多背点单词的意图，脱离了考研这个目标。用过这么多单词书，我觉得新东方的词根联想记忆法最好用，因为适合背诵，分成45个单元也比较好安排进度。另外有本宫东风的《读真题记单词》，把这本书里面的文章看几次，找出不会的单词然后记忆，在真题文章中记忆单词，针对性很强。然后是阅读，做了张剑的《新编考研英语阅读理解150篇（基础训练）》，《新编考研英语阅读理解150篇（提高篇）》，没有全部做完，挑着做的。有些文章错3到4个，一般是错1到3个，做完对答案，再看文章分析为什么做错了。英语复习除了单词和阅读外，就是做张剑的所谓黄皮书《历年考研英语真题解析及复习思路》，把里面的阅读反复做了几次，由于做过之后会有印象，可以早点开始做一次，隔一段时间再做，做完仔细看解析，了解到

北大光华管理学院研究生课程表

北大光华管理学院研究生课程表 课程名课程类 别参考学 分 起止 周 班 号 专业教师姓 名 教师职 称 上课时 间 备 注 金融衍生品定价理论任选 2.0 1-11 00 金融学周二5-7 现代金融理论与实证专题一：资 产定价理论 2.0 00 金融学杨云红副教授 金融学专题研讨 2.0 1-11 00 金融学刘玉珍教授周五2-4 金融市场与金融机构任选 2.0 1-11 00 金融学贾春新教授周三5-7 公司财务案例任选 2.0 1-11 00 金融学周一2-4 金融学概论 3.0 1-16 00 金融学张圣平副教授周二5-7 实证金融 2.0 1-11 00 金融学张峥副教授周四2-4 固定收入证券任选 2.0 1-11 00 金融学姚长辉教授周三2-4 高级金融专题：资产定价任选 2.0 1-11 00 金融学周四5-7 信用风险管理任选 2.0 1-11 00 金融学王志诚副教授周一5-7 货币金融理论 2.0 1-11 00 金融学周五2-4 职业发展任选 1.0 1-6 00 金融学周三2-4 投资银行任选 3.0 1-11 00 金融学周四2-4 商务英语专业必 修# 2.0 1-11 07 金融学 周一 5-7 商务英语专业必 修# 2.0 1-11 08 金融学 周一 5-7 统计学研究专题之一任选 2.0 1-11 00 统计学周三2-4 数据挖掘及应用 3.0 1-16 00 统计学张俊妮副教授周五2-4 决策模拟理论与方法任选 2.0 1-11 00 管理科学与 工程 任菲讲师 周一 5-7 规划论 2.0 1-11 00 管理科学与周五

工程2-4 决策分析 2.0 1-16 00 管理科学与 工程 雷明教授 周二 2-4 信息系统的开发与应用 2.0 1-11 00 管理科学与 工程 周三 5-7 会计研究方法论 2.0 1-11 00 会计学周二2-4 会计学前沿问题研讨 2.0 1-11 00 会计学周四2-4 实验设计与分析任选# 2.0 1-11 00 企业管理徐菁讲师周五2-4 组织管理前沿专题 2.0 1-11 00 企业管理王辉教授周四2-4 多元变量分析与结构方程任选# 2.0 1-11 00 企业管理周三2-4 组织行为专题 2.0 1-11 00 企业管理马力讲师周四5-7 人力资源管理 2.0 1-11 00 企业管理孔繁敏副教授周一2-4 组织行为学 2.0 1-11 00 企业管理任润讲师周二5-7 管理研究方法(1)专业必 修# 3.0 1-16 00 企业管理李博柏副教授 周一 2-4 市场营销专题专业必 修# 2.0 1-11 00 企业管理涂平教授 周一 5-7 国际经营研究专业必 修# 3.0 1-16 00 企业管理武常岐教授 周二 2-4 数据运算和处理专业必 修# 2.0 1-11 00 企业管理马力讲师 周三 5-7 消费者行为（I）专业必 修# 2.0 1-11 00 企业管理徐菁讲师 周一 5-7 战略管理I - 经典理论回顾专业必 修# 3.0 1-16 00 企业管理谢绚丽讲师 周二 5-7 战略管理3：理论视角的应用与拓展专业必 修# 3.0 1-16 00 企业管理周长辉教授 周一 5-7 金融工程理论与实务任选* 2.0 00 工商管理硕士 公司财务专题任选* 2.0 00 工商管理硕士 公司治理任选* 2.0 00 工商管理硕

北大光华管理学院金融系硕士参考书目推荐

北大光华管理学院金融系硕士参考书目推荐 近年来，越来越多的小伙伴选择报考金融类专业作为考研目标凯程蒙蒙老师整理了关于北大光华管理学院金融系硕士参考书目推荐，以供考生参考。 专业课二431金融学综合包括三部分：微观经济学、统计学、金融学(含证券投资学、公司财务、货币金融)，每部分各75分，考生须任选两部分作答。 那么问题来了，可不可以三部分都答，答案是可以，但是那样基本是考不上的，因为答两部分的时间就不止三个小时。那么问题又来了，就是如何去选择的问题。那么先给大家解析下三部分情况： 微观经济学： 《微观经济学》朱善利，北京大学出版社，第三版 《微观经济学：现代观点》，范里安，格致出版社，第八版(重点) 《微观经济学十八讲》平新乔 《微观经济学》尼科尔森(做课后题) CCER历年真题的微观部分、课后作业以及光华真题 北京大学金融硕士考研新攻略-育明教育主编-六月闪亮登场 不推荐看高级微观经济学，因为太难且基本考不到 *：大家一定要多看CCER的真题，前任院长张维迎也是CCER的创始人之一，所以重要之极。平新乔的十八讲课后题精典的也是没谁了，一定做三遍以上。 统计学： 《概率论与数理统计教程》茆诗松，高等教育出版社 《商务统计》安德森

《计量经济学基础》(第五版)古扎拉蒂(多做题) 《数理统计学讲义》陈家鼎高等教育出版社 《计量经济学》伍德里奇 不推荐看高级计量经济学 *：对于统计来说，概率论占得比重是很大的，而且基本统计学的内容大同小异。而且计量经济学究其本质就是统计学在经济学中的运用，所以大家统计不好的话可以先看统计再看计量。 大家有时间可以做一下陈家鼎教授的书的课后题，作为数科的教授分量还是很足的金融学： 《金融学》黄达中国人民大学出版社2009版 《公司理财》罗斯机械工业出版社第九版 《货币金融学》米什金机械工业出版社 《证券投资学》曹凤岐刘力姚长辉北京大学出版社 《货币金融学》米什金机械工业出版社 《投资学》机械工业出版社博迪第九版 (其中很多内容和公司理财重复) 《期权、期货及其他衍生品》约翰赫尔 *：北大非常重统计!北大非常重统计!北大非常重统计!重要的事情要说三遍，且真题都是大题，没什么名词解释、简单之类题型，所以基本上错一个大题就很危险，错两个就基本考虑再战了。就是这么简单粗暴!

(完整版)北大光华管理学院管理学笔记2

北大光华管理学院《管理学》笔记 （三）韦伯的组织理论 [德]韦伯：（Max Weber，1864－1920）终身是一个学者，研究范围涉及政治、经济、历史、宗教等。---“组织理论之父” 贡献：提出所谓“理想的官僚组织体系”（Bureaucratic Model）（行政、科层） 核心：设立公职。（权力的承袭通过职位，而不是依靠世袭或个人魅力） 特点：1）明确的分工 2）清晰的等级 3）详尽的规章：强调规则化 4）非人格化的关系。理性意志代替个人情感 5）管理人员职业化：固定的薪金和明确的升迁制度 优点：1）稳定 2）高效 （有助于杜绝任人唯亲、组织涣散、人浮于事等现象） 三、行为科学阶段（30年代后） ?背景： ?梅奥及其霍桑试验：（George Elton Myao，1880－1949）（1933年发表《工业文明中的人类问题》） ?人际关系学说的内容： （1）工人是“社会人”，非单纯的“经济人” （2）企业中存在着非正式组织。 （3）新型的领导能力在于通过满足员工需求来达到组织目的。 四、现代管理理论的丛林（二战后--- 60年代） 孔茨称其为“丛林” 1、社会系统学派 ?创始人：巴纳德(chester 1．Barnard，1886－1961)，曾任新泽西贝尔电话公司总经理, 1938年发表《经理人员的职能》 ?观点：组织是一个社会协作系统，有三个基本要素： 共同的目标 协作的意愿------ 取决于诱因与贡献的平衡 信息沟通 ?经理人员的基本职能： 确定目标、提供诱因、建立维持信息沟通网 2、决策理论学派 ?代表：H?西蒙（Harbert A．Simen,卡内基?梅隆大学教授，1978年获得诺贝尔经济学奖）

北大光华管理学院金融硕士考研参考书目

北大光华管理学院金融硕士考研参考书目 2015考研真题答题黄金攻略 名师点评：认为只要专业课重点背会了，就能拿高分，是广大考生普遍存在的误区。而学会答题方法才是专业课取得高分的关键。 (一)名词解释答题方法 【考研名师答题方法点拨】 名词解释最简单，最容易得分。在复习的时候要把参考书中的核心概念和重点概念夯实。

近5-10年的真题是复习名词解释的必备资料，通过研磨真题你可以知道哪些名词是出题老师经常考察的，并且每年很多高校的名词解释还有一定的重复。 专业课辅导名师解析：名词解释答题方法上要按照核心意思+特征/ 内涵/构成/案例，来作答。 (回答出名词本身的核心含义，力求尊重课本。这是最主要的。 (简答该名词的特征、内涵、或者其构成、或者举一个案例加以解释。如果做到((，基本上你就可以拿满分。 (如果除非你根本不懂这个名词所云何事，或者压根没见过这个名词，那就要运用类比方法或者词义解构法，去尽可能地把握这个名词的意思，并组织下语言并加以润色，最好是以很学术的方式把它的内涵表述出来。 【名词解释答题示范】 例如：“行政权力”。 第一，什么是行政权力（核心意思，尊重课本） 第二，行政权力的几个特征，不必深入解释。 第三，行政权力的5点内涵。 具体一点，如，“行政责任”。 行政责任是指政府及其构成主体行政官员(公务员)因其公权地位和公职身份而对授权者和法律以及行政法规所承担的责任。 行政责任的特征包括：①行政责任是一种责任；②行政责任是一种义务；③行政责任是一种任务；④行政责任是一种理论；⑤行政责任是一种制度；⑥行政 责任是一种监控体系。 【名词解释题答题注意事项】：