本文選題：領(lǐng)導(dǎo)力 + 中層管理者　； 參考：《西北農(nóng)林科技大學》2013年碩士論文

【摘要】：改革開放以來，，中國經(jīng)濟得到了高速發(fā)展，國力日益昌盛。伴隨著中國加入WTO,具有中國特色社會主義市場經(jīng)濟地位的確立，中國企業(yè)通過學習、模仿、創(chuàng)新，管理水平和管理能力大幅提升，一大批具有豐富管理經(jīng)驗的中高層管理者脫穎而出，職業(yè)經(jīng)理人隊伍日益壯大。同時一大批具有核心競爭能力的中國企業(yè)不斷走向國內(nèi)、國際競爭的前臺，成為支持國民經(jīng)濟快速發(fā)展的重要力量。 在企業(yè)發(fā)展過程中，要想使企業(yè)始終保持活力，不斷發(fā)展，僅僅重視技術(shù)、資金、產(chǎn)品等硬件因素已經(jīng)無法適應(yīng)企業(yè)發(fā)展的未來需要。越來越多的企業(yè)家認識到在企業(yè)未來的發(fā)展道路中，必須要重視管理者的領(lǐng)導(dǎo)能力。它既是企業(yè)管理水平的體現(xiàn)，更會直接關(guān)系到企業(yè)的經(jīng)營績效。正是在這樣的背景下，本次研究選擇GM電器集團作為案例，以訪談的形式對門店店長的領(lǐng)導(dǎo)力與績效的關(guān)系進行研究。第一章主要介紹了開展研究的背景、意義以及所采用的研究方法。第二章則對國內(nèi)外領(lǐng)導(dǎo)及領(lǐng)導(dǎo)力理論做了梳理與總結(jié)。第三章對GM電器中層管理者領(lǐng)導(dǎo)力的培訓進行了評價與分析。第四章通過對硬件環(huán)境相似的情況進行兩店進行關(guān)系研究，獲得了各家樣本店長在領(lǐng)導(dǎo)力行為方面的不同表現(xiàn)的相關(guān)數(shù)據(jù)。第五章通過對店長的領(lǐng)導(dǎo)力行為進行比較和考量，歸納各位店長的領(lǐng)導(dǎo)力類型。通過對各家門店實際銷售業(yè)績及經(jīng)營情況的比較，尋找適合GM實際發(fā)展需求的中層管理者領(lǐng)導(dǎo)力構(gòu)成要素。最后通過分析，發(fā)掘影響高績效門店店長的領(lǐng)導(dǎo)力相關(guān)因素。最終針對領(lǐng)導(dǎo)力構(gòu)成因素提出相應(yīng)提升途徑及方法。 本次研究的目的主要是希望為中國大型民營企業(yè)提升管理者的領(lǐng)導(dǎo)力尋找一些比較有效的方法，促進企業(yè)持續(xù)、健康、穩(wěn)步地發(fā)展。希望為中國大型民營企業(yè)進行領(lǐng)導(dǎo)力研究、培養(yǎng)提供一些比較有價值的經(jīng)驗和啟發(fā)。
[Abstract]:Since the reform and opening up, China's economy has been high-speed development, the national strength is increasingly prosperous. With China's entry into WTO and the establishment of the status of socialist market economy with Chinese characteristics, Chinese enterprises have greatly improved their learning, imitation, innovation, management level and management ability. A large number of high-level managers with rich management experience stand out, professional managers are growing. At the same time, a large number of Chinese enterprises with core competitive ability have been moving to the domestic and international competition stage, which has become an important force to support the rapid development of the national economy. In the process of enterprise development, if we want to keep the enterprise alive and develop constantly, we should only attach importance to technology, capital, products and other hardware factors, which can no longer meet the future needs of enterprise development. More and more entrepreneurs realize that in the future development of enterprises, we must attach importance to the leadership of managers. It is not only the embodiment of enterprise management level, but also directly related to business performance. It is in this context that this study chooses GM Electric Group as a case to study the relationship between leadership and performance of store managers in the form of interviews. The first chapter introduces the background, significance and research methods of the research. The second chapter summarizes the theory of leadership and leadership at home and abroad. The third chapter evaluates and analyzes the leadership training of GM middle managers. The fourth chapter studies the relationship between the two stores under the similar hardware environment and obtains the relevant data of the different performance of each sample store manager in leadership behavior. The fifth chapter summarizes the leadership types of managers by comparing and considering their leadership behavior. Through the comparison of the actual sales performance and the management situation of each store, the middle manager leadership elements suitable for GM's actual development needs are found. Finally, through the analysis, finds out the leadership related factors that affect the high-performance store manager. Finally, the paper puts forward the corresponding ways and methods to promote the leadership elements. The purpose of this study is to find some effective ways to promote the management leadership of large private enterprises in China, and to promote the sustainable, healthy and steady development of enterprises. This paper hopes to provide some valuable experience and inspiration for the leadership research of large private enterprises in China.
【學位授予單位】：西北農(nóng)林科技大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.91;F426.6

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