【摘要】：隨著國(guó)家不斷加大對(duì)職業(yè)教育的政策和資金扶持力度,這給中等職業(yè)學(xué)校帶來了前所未有的機(jī)遇與挑戰(zhàn)。面對(duì)職業(yè)教育外部環(huán)境的快速變化,實(shí)施戰(zhàn)略管理已成為中等職業(yè)學(xué)校進(jìn)一步發(fā)展的內(nèi)在需要。本文借鑒戰(zhàn)略管理理論和方法,結(jié)合國(guó)家政策和我校所面臨的實(shí)際問題,對(duì)中等職業(yè)學(xué)校的發(fā)展戰(zhàn)略進(jìn)行研究和探討,制定出適合中職學(xué)校自身發(fā)展的競(jìng)爭(zhēng)戰(zhàn)略。 本文在外部環(huán)境分析中首先應(yīng)用了PEST分析模型,主要分析了國(guó)家的政治與法律環(huán)境、經(jīng)濟(jì)環(huán)境、社會(huì)和文化環(huán)境、技術(shù)環(huán)境,找出對(duì)中等職業(yè)學(xué)校發(fā)展有利和不利的因素;在行業(yè)競(jìng)爭(zhēng)分析中應(yīng)用了波特的五力分析模型,并對(duì)主要競(jìng)爭(zhēng)對(duì)手進(jìn)行了分析,由此作出了外部因素評(píng)價(jià)矩陣(EFE)。在對(duì)學(xué)校內(nèi)部的優(yōu)勢(shì)和劣勢(shì)的分析中,對(duì)學(xué)校現(xiàn)有的人力資源、財(cái)力資源、物資條件,學(xué)校的運(yùn)行機(jī)制,面臨的問題進(jìn)行了詳細(xì)的剖析,作出了內(nèi)部因素評(píng)價(jià)矩陣(IFE)。最后通過以上的分析,應(yīng)用SWOT矩陣和戰(zhàn)略地位與行動(dòng)評(píng)價(jià)矩陣(SPACE)得出了學(xué)校的發(fā)展戰(zhàn)略和發(fā)展目標(biāo)。 根據(jù)上述分析,確定了我校的發(fā)展宗旨、任務(wù)陳述、市場(chǎng)定位、戰(zhàn)略目標(biāo),和學(xué)�，F(xiàn)在可行的備選戰(zhàn)略。從以上分析可得出學(xué)校的發(fā)展戰(zhàn)略目標(biāo):即我校應(yīng)充分利用自身的優(yōu)勢(shì)辦出有特色的中職學(xué)校,走擴(kuò)張戰(zhàn)略、品牌戰(zhàn)略、差異化戰(zhàn)略,把我校辦成一個(gè)在全省具有行業(yè)特色的中等規(guī)模的職業(yè)學(xué)校。為實(shí)施制定的戰(zhàn)略目標(biāo),學(xué)校必須采取措施,對(duì)現(xiàn)有的組織機(jī)構(gòu)進(jìn)行改革,加強(qiáng)專業(yè)建設(shè)、提高教學(xué)水平、完善績(jī)效考核制度、建立一套完整、可行的戰(zhàn)略評(píng)價(jià)方法。 本文的研究表明,中職學(xué)校的發(fā)展迎來了歷史上最好的發(fā)展時(shí)機(jī),同時(shí)也存在危機(jī)與挑戰(zhàn),而我�，F(xiàn)在的職業(yè)教育發(fā)展卻已經(jīng)退后于同行,學(xué)校要想發(fā)展,必須抓住機(jī)會(huì),引入戰(zhàn)略管理,增強(qiáng)戰(zhàn)略管理意識(shí)。本文出發(fā)點(diǎn)在理論聯(lián)系實(shí)際,將所學(xué)戰(zhàn)略管理知識(shí)應(yīng)用到學(xué)校發(fā)展戰(zhàn)略研究中去。在這方面作一些探討和提出一些建議,將對(duì)學(xué)校的發(fā)展有非常現(xiàn)實(shí)的意義,同時(shí),對(duì)同類中職學(xué)校也有一定的參考價(jià)值。
[Abstract]:With the government increasing the policy and financial support for vocational education, it brings unprecedented opportunities and challenges to secondary vocational schools. In the face of the rapid changes in the external environment of vocational education, the implementation of strategic management has become an inherent need for the further development of secondary vocational schools. This paper draws lessons from the strategic management theory and method, combines the national policy and the practical problems that our school faces, carries on the research and the discussion to the secondary vocational school's development strategy, formulates the competition strategy suitable for the secondary vocational school's own development. In the analysis of external environment, this paper first applies the PEST analysis model, mainly analyzes the national political and legal environment, economic environment, social and cultural environment, technological environment, and finds out the favorable and unfavorable factors for the development of secondary vocational schools. In this paper, Porter's five-force analysis model is applied in the industry competition analysis, and the main competitors are analyzed, and the external factor evaluation matrix (EFE). Is made. In the analysis of the advantages and disadvantages of the school, this paper makes a detailed analysis of the existing human resources, financial resources, material conditions, the operating mechanism of the school, and the problems faced by the school, and makes the internal factor evaluation matrix (IFE). Finally, by using the SWOT matrix and the strategic position and action evaluation matrix (SPACE), the development strategy and goal of the school are obtained. Based on the above analysis, the development purpose, mission statement, market positioning, strategic objectives, and feasible alternative strategies of the school are determined. From the above analysis, we can draw the development strategy goal of the school: that is, our school should make full use of its own advantages to run the special secondary vocational school, take the expansion strategy, brand strategy, differentiation strategy, To run our school into a professional characteristics of the province's middle-sized vocational school. In order to implement the strategic goal, the school must take measures to reform the existing organization, strengthen the specialty construction, improve the teaching level, perfect the performance appraisal system, and establish a set of complete and feasible strategic evaluation method. The research in this paper shows that the development of secondary vocational schools ushered in the best development opportunity in history, but there are also crises and challenges. However, the development of vocational education in our school has fallen back to the same industry. If the school wants to develop, it must seize the opportunity. Introduce strategic management and strengthen strategic management consciousness. This paper applies the knowledge of strategic management to the study of school development strategy. In this respect, some suggestions will be put forward, which will be of great practical significance to the development of the school, and at the same time, it will also have certain reference value to the similar secondary vocational schools.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2011
【分類號(hào)】：TH-39

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 李曄;天元文化藝術(shù)學(xué)校發(fā)展戰(zhàn)略研究[D];吉林大學(xué);2012年

，

本文編號(hào)：2406403