本文關(guān)鍵詞：吉林利源精制股份有限公司中層管理者培訓(xùn)體系設(shè)計(jì)　出處：《吉林大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

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【摘要】：在市場(chǎng)經(jīng)濟(jì)與知識(shí)經(jīng)濟(jì)并駕齊驅(qū)的今天，以傳統(tǒng)加工制造業(yè)為主的企業(yè)受到市場(chǎng)沖擊尤為強(qiáng)烈，他們比以往任何時(shí)刻都更加關(guān)注中層管理者的能力發(fā)展與素質(zhì)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(guò)了十年的發(fā)展歷程，員工數(shù)量達(dá)到1500余名，中、高層管理人員和技術(shù)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(guó)際型現(xiàn)代化企業(yè)的跨越式發(fā)展。技術(shù)水平、應(yīng)用領(lǐng)域、進(jìn)出口方面都達(dá)到了國(guó)際先進(jìn)水平，然而隨著鋁型材制造、加工業(yè)在國(guó)內(nèi)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(xùn)需要在這三方面有突破性的提高，以此來(lái)應(yīng)對(duì)行業(yè)中企業(yè)相互之間激烈的競(jìng)爭(zhēng)。 通過(guò)對(duì)吉林利源精制股份有限公司的50名中層管理者進(jìn)行調(diào)查和訪談，發(fā)現(xiàn)當(dāng)前公司已初步搭建了圍繞中層管理者的培訓(xùn)體系并取得一定的成績(jī),但當(dāng)前的培訓(xùn)體系仍存在缺乏培訓(xùn)需求分析、培訓(xùn)方式單一、課程設(shè)置、培訓(xùn)內(nèi)容片面化、缺乏培訓(xùn)效果評(píng)估等一系列問(wèn)題。對(duì)上述培訓(xùn)體系問(wèn)題背后的影響因素進(jìn)行探究，發(fā)現(xiàn)當(dāng)前公司培訓(xùn)體系背后蘊(yùn)藏著一系列深層次原因，如：企業(yè)只關(guān)注員工對(duì)知識(shí)和技能的掌握，，培訓(xùn)內(nèi)容范圍狹窄，高層管理者忽視人員成長(zhǎng)和發(fā)展所需等等�；诖�，結(jié)合勝任力模型及當(dāng)前公司的內(nèi)外環(huán)境，對(duì)吉林利源精制股份有限公司中層管理者進(jìn)行培訓(xùn)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(duì)培訓(xùn)需求設(shè)計(jì)系統(tǒng)性的中層管理人員培訓(xùn)體系。吉林利源精制股份有限公司中層管理者培訓(xùn)計(jì)劃的制定選取戰(zhàn)略貫徹、計(jì)劃組織、客戶營(yíng)銷、市場(chǎng)營(yíng)銷、員工激勵(lì)、內(nèi)控管理、人才培養(yǎng)和溝通協(xié)調(diào)八項(xiàng)勝任力作為培訓(xùn)重點(diǎn)內(nèi)容。在培訓(xùn)設(shè)計(jì)實(shí)施過(guò)程中，建立完整的培訓(xùn)制度明確了各個(gè)職能部門的責(zé)任和義務(wù)，根據(jù)培訓(xùn)內(nèi)容有針對(duì)性地選擇了培訓(xùn)課程、培訓(xùn)講師、制定培訓(xùn)手冊(cè)。培訓(xùn)實(shí)施后通過(guò)培訓(xùn)效果評(píng)估有效地評(píng)價(jià)培訓(xùn)活動(dòng)是否有助于公司戰(zhàn)略發(fā)展，進(jìn)而決定未來(lái)培訓(xùn)是否有完善和修改之處。為確保中層管理者培訓(xùn)體系的完整性，培訓(xùn)實(shí)施過(guò)程中還應(yīng)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(xùn)相關(guān)機(jī)制以及制度化的保障措施。 公司中層管理人員的培訓(xùn)體系建設(shè)是在激烈競(jìng)爭(zhēng)環(huán)境到來(lái)的變革時(shí)期提升市場(chǎng)競(jìng)爭(zhēng)力的重要研究課題，旨在實(shí)現(xiàn)公司人力資源管理體系創(chuàng)新和發(fā)展的目標(biāo)，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(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 林澤炎;經(jīng)營(yíng)管理人才的繼任與開(kāi)發(fā)[J];中國(guó)人才;2002年05期

本文編號(hào)：1376901