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MBA硕士毕业论文_民办教育C培训机构发展战略研究DOC

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随着知识更新迭代的加快,人们构建终身学习理念的深入,对各种技能、知 识的需求增长较快,使得各类培训机构需求增大。巨大的市场催生了各类资本和 资源投入到教育培训行业中来。但如何 使民办教育 C 培训机构在众多的同行业竞 争中走得更远,做的更好,效益更高,就需要对民办教育 C 培训机构发展战略作 系统的思考和深入的研究。 论文结合社会经济发展的大环境,在介绍了培训机构相关理论之后,通 过波 特五力模型、SWOT和PEST研究工具具体分析了民办教育 C 培训机构在发 展过程中所面临的发展环境、优势和劣势,竞争和威胁等。研究发现民办教育 C 培训机构办学时间长拥有品牌知名度较高,教职工工作 态度较好、责任心强、教 风好和严格的教学管理的优势。但民办教育 C 培训机构行政管理效率低下,运营 管理有待提高、稳定优秀的师资队伍缺乏、教学模式、课程、教辅研发满足不了 学生的需求等劣势。随着国务院“ 放、管、服”措施的强力推进形成了良好的机 构外部发展环境,新修订的《民办教育促进法》的实施,将教育机构进行分类管 理,打通了民办教育 C 培训机构进入资本市场政策障碍,以及信息化的快速发展, 新技术推动 教研、课程开发的更新与共享等将形成多样、便捷、智能的教学模式。 2018 年,国务院及有关政府部门连续发布有关规范课外培训机构、严格行 政审批管理的文件,政府部门的整顿将使机构培训成本增加,随着培训市场竞 争 加剧,市场拓展难度增大,优秀师资匮乏等因素都将给民办教育 C 培训机构发展 带来影响。本文从机构发展的总体战略目标、战略选择、战略制定与实施提出民 办教育 C 培训机构扩张发展战略,并一起提出了民办教育 C 培训机构的战略保障 措施,一、完善组织管理,强化机构运营管理水平。二、培育机构的企业文化, 实现以文化人,以文育人,以文传人。三、提高机构决策层及管理层的“法商” 水平,坚持民主集中依法办学。 关键 词,民办教育培训机构;发展战略;研究II ABSTRACT With the accelerated iteration of knowledge updating, people build lifelong learning vision in-depth, the demand for a variety of skills, knowledge growth faster, making various training institutions increased demand.The huge market gave birth to all kinds of capital and resources into the education and training industry.However, how to make the private education C training institutions go further in the competition among many industries, do better, and achieve higher efficiency, it is necessary to make systematic thinking and in-depth study on the development strategy of private education C training institutions. After introducing the relevant theories of training institutions, this paper analyzes the development environment, advantages and disadvantages, competition and threats faced by private education C training institutions in the process of development through porter's five forces model, SWOT and pest research tools.The study found that private education C training institutions have the advantages of long running time, high brand awareness, good working attitude, strong sense of responsibility, good teaching style and strict teaching management. However, private education C training institutions administrative management efficiency is low, operational management to be improved, the lack of stable excellent teachers, teaching mode, curriculum, teaching and research and development can not meet the needs of students and other disadvantages. With the vigorous promotion of the Sate Council's release, management and service measures, a good environment for the external development of the institutions has been formed. The implementation of the newly revised private education promotion law has managed the educational institutions in a classified way, thus opening up the policy barriers for the private education and training institutions to enter the capital market, as well as the rapid development of information technology.The renewal of curriculum development and sharing will form various, convenient and intelligent teaching mode. In 2018, the Sate Council and relevant government departments continuously issued documents on standardizing extra-curricular training institutions and tightening administrative approval management. The rectification of government departments will increase the training costs of institutions. With the intensification of competition in the training market, it will become more difficult to expand the market, and the shortage of outstanding teachers, and other factors will have an impact on theIII development of privately-run education C training institutions. From the overall strategic objectives, strategic choices, strategic formulation and implementation of the development strategy of private education C training institutions expansion, and put forward the private education C training institutions strategic safeguard measures: first, improve organizational management, strengthen the level of operation and management.Second, to cultivate the corporate culture of institutions, to achieve cultural people, to culture education, to culture.Third, we will raise the level of law and commerce at the decision-making and management levels of institutions, and uphold democratic centralism in running schools in accordance with the law. Key words: Private education and training institutions; Development strategy; ResearchIV 目 录 摘 要...............................................................................................................................I ABSTRACT.................................................................................................................. II 第一章 绪 论..................................................................................................................1 1.1 研究背景及意 义.............................................................................................1 1.1.1 研究背 景..............................................................................................1 1.1.2 研究意 义..............................................................................................2 1.2 国内外研究综 述.............................................................................................3 1.2.1 国内研究综 述......................................................................................3 1.2.2 国外研究综述......................................................................................5 1.2.3 国内外研究述评..................................................................................6 1.3 研究目标、内容与研究方 法.........................................................................7 1.3.1 研究目标..............................................................................................7 1.3.2 研究 内容..............................................................................................7 1.3.3 研究方 法..............................................................................................8 1.4 论文的创新之 处.............................................................................................8 第二章 概念界定及理论基 础....................................................................................10 2.1 概念界 定.......................................................................................................10 2.1.1 民办学历教 育....................................................................................10 2.1.2 民办非学历教育................................................................................10 2.2 民办教育培训机构分类...............................................................................10 2.2.1 民办学历教育培训机 构....................................................................10 2.2.2 民办非学历教育培训机构................................................................10 2.3 理论基 础.......................................................................................................11 2.3.1 发展战略理 论....................................................................................11 2.3.2 发展战略的类型................................................................................12 2.4 战略分析工具...............................................................................................13 2.4.1 PEST 分 析..........................................................................................13 2.4.2 波特五力模 型....................................................................................14 2.4.3 SWOT 分析模型................................................................................15 第三章 民办教育 C 培训机构发展战略环境分析...................................................16 3.1 民办教育 C 培训机构概况及历史沿革......................................................16 3.2 民办教育 C 培训机构宏观环境分析与评价..............................................17 3.2.1 政策法律环境....................................................................................17V 3.2.2 经济环 境............................................................................................17 3.2.3 社会环 境............................................................................................19 3.2.4 技术环境分 析....................................................................................20 3.3 C 培训机构行业环境分析与评价................................................................22 3.3.1 现 有竞争者........................................................................................22 3.3.2 潜在竞争者的威 胁............................................................................22 3.3.3 替代品威胁........................................................................................23 3.3.4 培 训对象的谈判力............................................................................24 3.3.5 供应者的谈判力................................................................................25 3.4 民办教育 C 培训机构 SWOT 分析.............................................................25 3.4.1 优势分 析............................................................................................25 3.4.2 劣势分 析............................................................................................26 3.4.3 机会分 析............................................................................................27 3.4.4 威胁分 析............................................................................................27 3.4.5 swot 矩阵分 析....................................................................................28 第四章 民办教育 C 培训机构发展战略选择与制定...............................................29 4.1 民办教育 C 培训机构战略分析..................................................................29 4.2 民办教育 C 培训机构战略选择..................................................................29 4.2.1 机构的 战略使命................................................................................29 4.2.2 机构的战略目标................................................................................29 4.2.3 发展战略的选择................................................................................31 4.3 民办教育 C 培训机构扩张战略的制定......................................................31 4.3.1 规模扩张............................................................................................31 4.3.2 业务扩 张............................................................................................32 4.3.3 市场扩 张............................................................................................32 4.3.4 多元化发 展........................................................................................32 第五章 民办教育 C 培训机构发展战略的实施与保障...........................................34 5.1 规模扩张 .......................................................................................................34 5.1.1 兼并收 购............................................................................................34 5.1.2 择址改 建............................................................................................35 5. 2 业务扩 张......................................................................................................35 5.2.1 开展合作办 学....................................................................................35 5.2.2 拓展培训项目....................................................................................36 5.3 市场扩张.......................................................................................................37VI 5.3.1 市场渗 透............................................................................................37 5.3.2 市场开 发............................................................................................38 5.3.3 课程开 发............................................................................................38 5.4 多元化发 展...................................................................................................39 5.4.1 餐饮管理公 司....................................................................................39 5.4.2 物业服务公司....................................................................................40 5.5 民办教育 C 培训机构战略保障..................................................................41 5.5.1 组织保 障............................................................................................41 5.5.2 人才保 障............................................................................................43 5.5.3 资金保 障............................................................................................43 5.5.4 企业文化保 障....................................................................................44 第六章 结论与展 望....................................................................................................46 结束 语..........................................................................................................................47