本文選題：戶外拓展　切入點(diǎn)：運(yùn)營(yíng)狀況　出處：《吉首大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來(lái),緊跟著戶外運(yùn)動(dòng)在國(guó)內(nèi)外越來(lái)越火熱的發(fā)展態(tài)勢(shì),拓展運(yùn)動(dòng)也得到了進(jìn)一步的積極推動(dòng)和開(kāi)展的良機(jī)。本文綜合運(yùn)用了各種方法對(duì)湘西鴻偉體育文化旅游開(kāi)發(fā)有限公司(簡(jiǎn)稱鴻偉拓展)的運(yùn)營(yíng)狀況進(jìn)行了詳細(xì)地調(diào)查,分別從公司的組織架構(gòu)、內(nèi)部資源、市場(chǎng)營(yíng)銷和管理制度四個(gè)方面進(jìn)行了分析,探討該公司在運(yùn)營(yíng)發(fā)展過(guò)程中所出現(xiàn)的問(wèn)題,并且針對(duì)鴻偉存在的這些問(wèn)題提出相應(yīng)的發(fā)展策略,為戶外拓展公司的改革與發(fā)展提供理論性的借鑒。研究結(jié)果表明:1、湘西鴻偉拓展公司采用的是一種比較簡(jiǎn)單的組織架構(gòu),這種架構(gòu)的形式靈活可變,職責(zé)較為明確,維持的費(fèi)用低廉,但是這種組織架構(gòu)僅適用于小規(guī)模的公司;2、公司經(jīng)過(guò)近五年的發(fā)展已經(jīng)在整個(gè)湘西州戶外拓展行業(yè)遙遙領(lǐng)先,占領(lǐng)了整個(gè)的先機(jī)和得天獨(dú)厚的自然資源,此外公司還儲(chǔ)備了24名國(guó)外運(yùn)動(dòng)員,主要以極限運(yùn)動(dòng)為主,團(tuán)隊(duì)在不斷的升級(jí),負(fù)責(zé)人對(duì)整個(gè)的市場(chǎng)把脈較為清楚;3、目前公司所采用的運(yùn)營(yíng)管理模式屬于高度集權(quán),公司各方面決策權(quán)集中在公司的經(jīng)營(yíng)者一個(gè)人手中。公司內(nèi)部其他負(fù)責(zé)人一般是以點(diǎn)對(duì)點(diǎn)和人對(duì)人的方式插手公司的其他日常業(yè)務(wù)管理;4、公司管理制度較為完善,業(yè)余提成機(jī)制對(duì)員工具有較大的激勵(lì)作用。從對(duì)公司負(fù)責(zé)人、培訓(xùn)師的訪談以及根據(jù)公司運(yùn)營(yíng)發(fā)展?fàn)顩r得出目前公司仍舊存在一些問(wèn)題,這些問(wèn)題對(duì)公司快速發(fā)展的腳步造成了一定的阻礙。具體包括:1、對(duì)備選方案不夠重視,導(dǎo)致培訓(xùn)效果較差;2、對(duì)行業(yè)交流不夠重視,導(dǎo)致項(xiàng)目的創(chuàng)新意識(shí)缺乏;3、對(duì)培訓(xùn)師的培養(yǎng)不夠重視,導(dǎo)致人員流失嚴(yán)重;4、對(duì)培訓(xùn)的監(jiān)督不夠重視,導(dǎo)致培訓(xùn)后的跟蹤和指導(dǎo)缺失。針對(duì)以上問(wèn)題,筆者提出:1、做好備選方案,提高培訓(xùn)質(zhì)量;2、增加外出深造的機(jī)會(huì),保障項(xiàng)目的新穎性;3、建立專門(mén)的培養(yǎng)機(jī)制,擴(kuò)大培訓(xùn)師的儲(chǔ)備和培養(yǎng);4、加強(qiáng)監(jiān)管,增加培訓(xùn)后期的指導(dǎo)與跟蹤;5、明確市場(chǎng)定位,發(fā)展新的客戶群體。
[Abstract]:In recent years, following the development of outdoor sports at home and abroad, The development movement has also been further actively promoted and developed. In this paper, various methods have been comprehensively used to investigate the operation situation of Hongwei Sports Culture Tourism Development Co., Ltd. (Hongwei Development) in Xiangxi. This paper analyzes the organizational structure, internal resources, marketing and management system of the company, and discusses the problems in the process of operation and development of the company. And in view of these problems of Hongwei, the corresponding development strategy is put forward, which provides a theoretical reference for the reform and development of outdoor development companies. The research results show that: 1, Hongwei Development Company of Western Hunan adopts a relatively simple organizational structure. The structure is flexible and variable in form, with clear responsibilities and low maintenance costs. However, this kind of organizational structure is only suitable for small scale companies. After nearly five years of development, the company has been far ahead in the field of outdoor development in the entire Xiangxi Autonomous Prefecture. The company has seized the entire opportunity and unique natural resources, in addition to the company also reserves 24 foreign athletes, mainly in extreme sports, the team is constantly upgrading, The responsible person has a clearer view of the whole market. At present, the operation and management model adopted by the company is highly centralized. The decision-making power in all aspects of the company is concentrated in the hands of the operator of the company. The other persons in charge of the company generally meddle in other day-to-day business management of the company in a point-to-point and person-to-person manner, and the company management system is relatively perfect. The amateur commission mechanism has a great incentive to employees. From interviews with company leaders, trainers and company operations, we can see that there are still some problems in the company. These problems have caused a certain hindrance to the rapid development of the company, including: 1, the lack of attention to the options, resulting in poor training results, not enough attention to trade exchanges, This leads to the lack of innovation consciousness of the project, the insufficient attention to the training of the trainer, the serious loss of personnel, the insufficient attention to the supervision of the training, and the lack of follow-up and guidance after the training. In view of the above problems, the author puts forward the proposal of "1: 1" and does a good job of the alternative scheme. To improve the quality of training, to increase the opportunity to go out for further study, to ensure the novelty of the project, to establish a special training mechanism, to expand the reserve and training of trainers, to strengthen supervision, to increase guidance and follow-up in the later stage of training, and to clarify the market position. Develop a new customer base.
【學(xué)位授予單位】：吉首大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：G80-05

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