Z銀行信用卡中心由Z銀行總行與ZJ銀行合作于2002年底在S市設(shè)立,是Z銀行對(duì)信用卡業(yè)務(wù)進(jìn)行統(tǒng)一管理、集中操作、獨(dú)立核算的業(yè)務(wù)部門,是Z銀行信用卡業(yè)務(wù)全國總部。自2003年底正式發(fā)卡以來,Z銀行信用卡中心始終堅(jiān)持以客戶為中心,不斷推動(dòng)業(yè)務(wù)實(shí)現(xiàn)質(zhì)量、效益、規(guī)模的協(xié)調(diào)發(fā)展。近年來,隨著中國信用卡行業(yè)快速發(fā)展,Z銀行信用卡中心迎來新的發(fā)展機(jī)遇與挑戰(zhàn)。如何培養(yǎng)高素質(zhì)人才,如何使企業(yè)在激烈競(jìng)爭(zhēng)中提升核心競(jìng)爭(zhēng)力,如何使員工與組織同步發(fā)展等問題成為Z銀行信用卡中心關(guān)注的焦點(diǎn)。學(xué)習(xí)型組織理論自20世紀(jì)90年代在全球范圍內(nèi)得到高度關(guān)注,理論界不斷加深對(duì)該理論的研究與完善,實(shí)業(yè)界也通過實(shí)踐積極探索,總結(jié)了許多寶貴的應(yīng)用經(jīng)驗(yàn)。Z銀行信用卡中心為了在新的競(jìng)爭(zhēng)環(huán)境下不斷發(fā)展,就需要不斷提升員工的綜合素質(zhì),強(qiáng)化企業(yè)的學(xué)習(xí)能力和綜合競(jìng)爭(zhēng)力,向?qū)W習(xí)型組織轉(zhuǎn)化。本研究以Z銀行信用卡中心為具體研究對(duì)象,首先通過文獻(xiàn)分析法,整理總結(jié)出全文核心支撐理論:彼得·圣吉的學(xué)習(xí)型組織五項(xiàng)修煉理論、馬奎特學(xué)習(xí)型組織五系統(tǒng)理論;然后通過訪談法,分析歸納出Z銀行信用卡中心構(gòu)建學(xué)習(xí)型組織實(shí)踐的現(xiàn)狀及問題,進(jìn)而在彼得·圣吉的學(xué)習(xí)型組織五項(xiàng)修煉...

【文章頁數(shù)】：91 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
ChapterⅠ Introduction
    1.1 Research Background
    1.2 Research Significance and Purpose
    1.3 Research Ideas and Methods
        1.3.1 Research Ideas
        1.3.2 Research Methods
    1.4 Research Innovation
ChapterⅡ Literature Review
    2.1 Definitions and Characteristics of Learning Organization
    2.2 The Historical Development of Learning Organization Theory
    2.3 The Theoretical Models of Learning Organization Theory
        2.3.1 Peter Senge’s learning organization Five Disciplines Model
        2.3.2 Marquardt’s Learning Organization Five System Model
        2.3.3 Garvin3M Model
    2.4 The Research on the Steps of Applying Learning Organization
ChapterⅢ Current Situation and Problem Analysis of the Credit Card Center of the Z Bank
    3.1 The Overview of the Credit Card Center of the Z Bank
        3.1.1 The Introduction of the Credit Card Center of the Z Bank
        3.1.2 The Organizational Structure of the Credit Card Center of the Z Bank
        3.1.3 The Staff Structure of the Credit Card Center of the Z Bank
    3.2 Analysis of the Organization Status and Problems of the Credit Card Center of the Z Bank
        3.2.1 Current Situation and Problem Analysis of Management Mechanism
        3.2.2 Current Situation and Problem Analysis of Feedback and Exchange
        3.2.3 Current Situation and Problem Analysis of Enterprise Culture
        3.2.4 Current Situation and Problem Analysis of Training and Learning
        3.2.5 Current Situation and Problem Analysis of Relationship between Individuals and Organization
ChapterⅣ The Solutions on the Construction of Learning Organization in the Credit Card Center of the Z Bank
    4.1 Principles and Ideas of the Credit Card Center of the Z Bank to Build a Learning Organization
        4.1.1 Construction Principles
        4.1.2 Construction Ideas
    4.2 Suggestions of the Credit Card Center of the Z Bank to Build a Learning Organization
        4.2.1 Promote Self-Transcendence
        4.2.2 Improve the Mental Model
        4.2.3 Establish Common Vision
        4.2.4 Promote Team Learning
        4.2.5 Promote Systematic Thinking
ChapterⅤ Application of Learning Organization in the Credit Card Center of the Z Bank——A Case Study in the Customer Service Department
    5.1 Introduction of the Customer Service Department of the Credit Card Center of the Z Bank
    5.2 Learning Organization Evaluation of the Customer Service Department of the Credit Card Center of the Z Bank
    5.3 Application of Learning Organization in the Customer Service Department of the Credit Card Center of the Z Bank
        5.3.1 Promote Self-Transcendence Practice
        5.3.2 Improve the Mental Model Practice
        5.3.3 Establish Common Vision Practice
        5.3.4 Promote Team Learning Practice
        5.3.5 Promote Systematic Thinking Practice
    5.4 Application Effect Evaluation of Learning Organization in the Customer Service Department of the Credit Card Center of the Z Bank
        5.4.1 Promote Self-Transcendence Effect Evaluation
        5.4.2 Improve Mental Model Effect Evaluation
        5.4.3 Establish Common Vision Effect Evaluation
        5.4.4 Promote Team Learning Effect Evaluation
        5.4.5 Promote Systematic Thinking Effect Evaluation
ChapterⅥ Conclusions and Prospects
    6.1 Conclusions
    6.2 Prospects
REFERENCE
APPENDIX



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