吉林利源精制股份有限公司中层管理者培训体系设计

发布时间：2018-01-04 03:43

本文关键词：吉林利源精制股份有限公司中层管理者培训体系设计　出处：《吉林大学》2015年硕士论文　论文类型：学位论文

【摘要】：在市场经济与知识经济并驾齐驱的今天，以传统加工制造业为主的企业受到市场冲击尤为强烈，他们比以往任何时刻都更加关注中层管理者的能力发展与素质提升。吉林利源精制股份有限公司成立于2000年，至今已经走过了十年的发展历程，员工数量达到1500余名，中、高层管理人员和技术人员150余名，其中中层管理者约50余名，占比为30%左右,并于2010年11月17日在深圳中小板成功挂牌上市。企业从最初的小工厂模式完成了向国际型现代化企业的跨越式发展。技术水平、应用领域、进出口方面都达到了国际先进水平，然而随着铝型材制造、加工业在国内的迅速发展，利源精制股份有限公司的日益壮大，原有公司从上到下的管理者的管理能力、管理方式和管理文化已经不能满足现在快速发展的需求，中层管理者的培训需要在这三方面有突破性的提高，以此来应对行业中企业相互之间激烈的竞争。通过对吉林利源精制股份有限公司的50名中层管理者进行调查和访谈，发现当前公司已初步搭建了围绕中层管理者的培训体系并取得一定的成绩,但当前的培训体系仍存在缺乏培训需求分析、培训方式单一、课程设置、培训内容片面化、缺乏培训效果评估等一系列问题。对上述培训体系问题背后的影响因素进行探究，发现当前公司培训体系背后蕴藏着一系列深层次原因，如：企业只关注员工对知识和技能的掌握，，培训内容范围狭窄，高层管理者忽视人员成长和发展所需等等。基于此，结合胜任力模型及当前公司的内外环境，对吉林利源精制股份有限公司中层管理者进行培训需求分析，了解到中层管理者能力排名后三位的是战略管理、驾驭能力和执行创新能力。然后,针对培训需求设计系统性的中层管理人员培训体系。吉林利源精制股份有限公司中层管理者培训计划的制定选取战略贯彻、计划组织、客户营销、市场营销、员工激励、内控管理、人才培养和沟通协调八项胜任力作为培训重点内容。在培训设计实施过程中，建立完整的培训制度明确了各个职能部门的责任和义务，根据培训内容有针对性地选择了培训课程、培训讲师、制定培训手册。培训实施后通过培训效果评估有效地评价培训活动是否有助于公司战略发展，进而决定未来培训是否有完善和修改之处。为确保中层管理者培训体系的完整性，培训实施过程中还应有组织在理念上支撑，企业高层的支持和参与、健全的培训相关机制以及制度化的保障措施。公司中层管理人员的培训体系建设是在激烈竞争环境到来的变革时期提升市场竞争力的重要研究课题，旨在实现公司人力资源管理体系创新和发展的目标，践行吉林利源精制股份有限公司的发展战略。
[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.

【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.4

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