本文關鍵詞：吉林利源精制股份有限公司中層管理者培訓體系設計　出處：《吉林大學》2015年碩士論文　論文類型：學位論文

  更多相關文章： 培訓體系 勝任力 中層管理者

【摘要】：在市場經(jīng)濟與知識經(jīng)濟并駕齊驅的今天，以傳統(tǒng)加工制造業(yè)為主的企業(yè)受到市場沖擊尤為強烈，他們比以往任何時刻都更加關注中層管理者的能力發(fā)展與素質提升。吉林利源精制股份有限公司成立于2000年，至今已經(jīng)走過了十年的發(fā)展歷程，員工數(shù)量達到1500余名，中、高層管理人員和技術人員150余名，其中中層管理者約50余名，占比為30%左右,并于2010年11月17日在深圳中小板成功掛牌上市。企業(yè)從最初的小工廠模式完成了向國際型現(xiàn)代化企業(yè)的跨越式發(fā)展。技術水平、應用領域、進出口方面都達到了國際先進水平，然而隨著鋁型材制造、加工業(yè)在國內的迅速發(fā)展，利源精制股份有限公司的日益壯大，原有公司從上到下的管理者的管理能力、管理方式和管理文化已經(jīng)不能滿足現(xiàn)在快速發(fā)展的需求，中層管理者的培訓需要在這三方面有突破性的提高，以此來應對行業(yè)中企業(yè)相互之間激烈的競爭。 通過對吉林利源精制股份有限公司的50名中層管理者進行調查和訪談，發(fā)現(xiàn)當前公司已初步搭建了圍繞中層管理者的培訓體系并取得一定的成績,但當前的培訓體系仍存在缺乏培訓需求分析、培訓方式單一、課程設置、培訓內容片面化、缺乏培訓效果評估等一系列問題。對上述培訓體系問題背后的影響因素進行探究，發(fā)現(xiàn)當前公司培訓體系背后蘊藏著一系列深層次原因，如：企業(yè)只關注員工對知識和技能的掌握，，培訓內容范圍狹窄，高層管理者忽視人員成長和發(fā)展所需等等�；诖�，結合勝任力模型及當前公司的內外環(huán)境，對吉林利源精制股份有限公司中層管理者進行培訓需求分析，了解到中層管理者能力排名后三位的是戰(zhàn)略管理、駕馭能力和執(zhí)行創(chuàng)新能力。然后,針對培訓需求設計系統(tǒng)性的中層管理人員培訓體系。吉林利源精制股份有限公司中層管理者培訓計劃的制定選取戰(zhàn)略貫徹、計劃組織、客戶營銷、市場營銷、員工激勵、內控管理、人才培養(yǎng)和溝通協(xié)調八項勝任力作為培訓重點內容。在培訓設計實施過程中，建立完整的培訓制度明確了各個職能部門的責任和義務，根據(jù)培訓內容有針對性地選擇了培訓課程、培訓講師、制定培訓手冊。培訓實施后通過培訓效果評估有效地評價培訓活動是否有助于公司戰(zhàn)略發(fā)展，進而決定未來培訓是否有完善和修改之處。為確保中層管理者培訓體系的完整性，培訓實施過程中還應有組織在理念上支撐，企業(yè)高層的支持和參與、健全的培訓相關機制以及制度化的保障措施。 公司中層管理人員的培訓體系建設是在激烈競爭環(huán)境到來的變革時期提升市場競爭力的重要研究課題，旨在實現(xiàn)公司人力資源管理體系創(chuàng)新和發(fā)展的目標，踐行吉林利源精制股份有限公司的發(fā)展戰(zhàn)略。
[Abstract]:In the market economy and the knowledge economy to traditional racing together bridle to bridle today, processing and manufacturing enterprises under the impact of market is more intense than ever, they pay more attention to improve the ability of development and quality of middle-level managers. Ji Linli Limited by Share Ltd was founded in 2000 from the source, the development process has gone through ten years, the number of employees reached 1500 more than that, the senior management personnel and technical personnel more than 150 people, including middle managers about more than 50, accounting for about 30%, and in November 17, 2010 successfully listed on the Shenzhen SME board market. Enterprises from the initial small factory completed by leaps and bounds to the international modern enterprise. The level of technology, application of import and export has reached the international advanced level, but with the aluminum manufacturing industry, the rapid development in China, Liyuan refined Limited by Share Ltd Increasingly, the original company from top to bottom of the management ability, management methods and culture now can not meet the needs of rapid development, middle management training needs to be improved in these three aspects, in order to deal with the industry in the fierce competition between enterprises.
The investigation and interview of Jilin Liyuan refined Limited by Share Ltd 50 middle-level managers, found that the company has been set up around the middle management training system and achieved certain results, but the current training system is still lack of training needs analysis, training courses, training mode is single, the content of a one-sided. A series of problems and lack of training effect evaluation. The influence factors of the training system behind the problem inquiry, found that the current training system behind the company contains a series of deep-seated reasons, such as: enterprises only focus on staff to master knowledge and skills training, narrow the scope of senior management personnel required to ignore the growth and development and so on based on this, combined with the competency model and the company's internal and external environment, training needs analysis of Jilin Liyuan refined Limited by Share Ltd middle managers, To know the top three middle managers ability is the strategic management ability, innovation ability and execution. Then, according to the design demand of the training system of middle management training system. Training plan of refined Limited by Share Ltd middle managers in Jilin Liyuan development strategy implementation plan, selection, customer marketing, marketing, employee motivation internal control, management, personnel training and communication and coordination of eight competency training as a key content. During the training process, the establishment of a complete training system of the various functional departments of the responsibilities and obligations, according to the training content to choose the training courses, training instructors, training manual. After the implementation of training through training to assess the effect of effective evaluation of training activities will help the company's development strategy, and then decide whether to improve the future training and modification to ensure. The integrity of training system for middle managers should be maintained. In the process of training, there should also be organizational support for ideas, support and participation from high-level enterprises, sound training related mechanisms and institutionalized safeguards.
The construction of training system for middle managers is an important research topic to enhance the market competitiveness of the competitive environment in the period of arrival of change, to achieve the company's human resources management system innovation and development objectives, development strategy practice Jilin Liyuan refined Limited by Share Ltd.

【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.4

【參考文獻】

相關期刊論文 前1條

1 林澤炎;經(jīng)營管理人才的繼任與開發(fā)[J];中國人才;2002年05期

本文編號：1376901