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MBA硕士毕业论文_职业技能培训机构精细化管理研究PDF

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I 摘要 精细化管理属于是一种持续改善理念,是基于科学管理原理,借助于相关 方法和技术实现从“管”到“理”。精细化管理理念起初广泛应用在企业管理中, 是建立在社会分工不断细化基础上,促进了企业中目标责任管理的科学化、明 确化以及具体化。当前,精细化管理也在我国企业管理中开始推崇应用,并将 其看成是企业管理必经阶段和良性建设需求。精细化管理在企业管理中的应用, 能够提升企业市场竞争优势,取得良好的经济效果。基于此在现代职业技能培 训机构建设及发展中,职业技能培训界研究人员也提出通过精细化管理提升培 训机构的管理效率和服务质量,以能够提升培训水平。A职业技能培训机构是 一所烹饪培训机构,已经经过多年发展并取得一定成果,为能够进一步提升培 训机构管理效率,提升机构服务质量,促进机构的长期发展,需要针对机构实 际情况实施精细化管理。 在本次研究中,首先结合国内外文献分析精细化管理研究现状,确定本次 研究目的及具体内容。分析职业技能、培训管理、精细化管理的基本概念,探 讨科学管理中的精细化管理理论、行为科学理论中的精细化管理理论以及全面 质量管理中的精细化理论,为本次研究奠定理论基础。采用调查方式,对A职 业技能培训机构精细化管理现状展开分析,其中在研究过程中从管理机制、管 理风格、机构制度、企业文化、绩效五大类指标出发展开分析,针对具体问题 分析成因,发现当前A职业技能培训机构精细化管理中问题的存在主要是受到 培训管理队伍建设重视性不足、组织各部门制度不完善、绩效考核不佳以及和 对口企业合作运作问题等因素的影响。针对这些问题及原因,提出A职业技能 培训机构精细化管理策略,包括有:制定精细化管理目标、制定完善管理制度、 实现精细化管理绩效考核、强化培训质量检测以及积极开展和对口企业合作路 径。为确保A职业技能培训机构精细化管理研究的有效开展,提出转变重制度 管理轻人观念、系统化监控制度落实过程、以评促建完善相关评教制度以及运 用信息化完善培训管理配套服务和创新培训形式,同时也为其他职业技能培训 机构的精细化管理提供相应的参考建议。 关键词:职业技能;培训管理;精细化管理;绩效管理;培训质量 Abstract II Abstract Fine management belongs to the concept of continuous improvement, which is based on the principle of scientific management and realized from "management" to "management" with the help of relevant methods and technologies. At first, the concept of refined management was widely used in enterprise management, which was based on the continuous refinement of social division of labor, and promoted the scientific, clear and specific target responsibility management in enterprises. At present, the fine management has been applied in the enterprise management of our country, and it is regarded as the necessary stage of enterprise management and the demand of benign construction. The application of fine management in enterprise management can enhance the competitive advantage of enterprise market and achieve good economic results. Based on this, in the construction and development of modern vocational training institutions, vocational training researchers also propose to improve the management efficiency and service quality of training institutions through refined management, So as to improve the training level. A vocational skill training institution is a cooking training institution, which has been developed for many years and achieved certain results. In order to further improve the management efficiency, service quality and long-term development of the training institution, it is necessary to implement refined management according to the actual situation of the institution. In this study, first of all, combined with the domestic and foreign literature analysis of the research status of fine management, to determine the purpose and specific content of this study. This paper analyzes the basic concepts of vocational skills, training and refined management, discusses the refined management theory in scientific management, refined management theory in behavioral science theory and refined theory in total quality management, so as to lay a theoretical foundation for this study. By means of investigation, this paper analyzes the current situation of training management ofa vocational skill training institution, including daily management, training organization department, performance appraisal, training quality inspection and cooperation with counterpart enterprises, and analyzes the causes of specific problems, It is found that the existing problems in the management of a vocational skill training organization are mainly affected by factors such as insufficient attention paid to the construction of training management team, imperfect system of various Abstract III departments, poor performance evaluation and cooperation with counterpart enterprises. In view of these problems and reasons, this paper puts forward refined management strategies of a vocational and technical training institution, including: formulating fine management objectives, formulating and improving management system, realizing performance evaluation of refined management, strengthening training quality inspection and actively carrying out cooperation path with counterpart enterprises. In order to ensure the effective development of Fine Management Optimization Research of a training institution, this paper proposes to change the concept of emphasizing system management over human resources, systematic monitoring system implementation process, promoting construction by evaluation, and improving training management supporting services and innovative training by using information technology. At the same time, it also provides corresponding reference suggestions for fine management of other vocational and technical training institutions. Key words: Vocational skills; Training management; Refined management; Performance management; Training quality 目录 1 目录 摘要 ... I Abstract II 目录....... 1 第1章 绪论 ...................... 1 1.1 研究背景与研究意义 ............................1 1.1.1研究背景 ........1 1.1.2研究意义 ........1 1.2国内外相关研究进展 .............................2 1.2.1国内关于精细化管理的研究综述 2 1.2.2国外关于精细化管理的研究综述 5 1.2.3评析................6 1.3研究目标和研究内容 .............................7 1.3.1研究目标 ........7 1.3.2研究内容 ........7 1.4 研究方法与技术路线 ............................7 1.4.1 研究方法 .......7 1.4.2 技术路线 .......8 1.5本文可能的创新之处 ........................... 10 第2章 相关概念与理论基础 .......................... 11 2.1相关概念 ............... 11 2.1.1职业技能的概念 ......................... 11 2.1.2培训管理的概念 ......................... 11 2.1.3精细化管理概念 ......................... 11 2.2理论基础 ............... 12 2.2.1科学管理理论 ............................. 12 2.2.2行为科学理论 ............................. 12 2.2.3全面质量管理理论 ..................... 14 2.2.4精细化管理理论 ......................... 14 第3章 A职业技能培训机构精细化管理中存在的问题 ............... 17 3.1 A职业技能培训机构概况 .................... 17 3.2 A职业技能培训机构精细化管理现状调研 ........................ 18 目录 2 3.2.1调查问卷设计 ............................. 18 3.2.2调研访谈设计 ............................. 19 3.3 A职业技能培训机构精细化管理中存在的问题 ................ 20 3.3.1学员到课率低,管理水平“经验型” .......................... 20 3.3.2缺乏整体性,组织部门沟通不畅 ............................. 22 3.3.3岗位职责模糊,绩效考核指标方式不足 .................. 24 3.3.4素质教育融入不足,师资建设工作缺乏长远规划 .. 25 3.3.5产教融合不深入,校企合作形式化.......................... 26 第4章 A职业技能培训机构精细化管理问题的成因分析 ........... 28 4.1日常精细化管理问题的成因分析 ........ 28 4.1.1培训机构对管理队伍建设不重视 ............................. 28 4.1.2培训检查反馈不佳 ..................... 28 4.2组织精细化管理问题的成因分析 ........ 28 4.2.1价值观念和发展远景不够全面 .. 28 4.2.2培训组织各部门制度不健全 ...... 29 4.2.3培训组织各部门职责不明确 ...... 29 4.3绩效考核问题的成因分析 ................... 29 4.3.1绩效考核目的不明确 .................. 29 4.3.2绩效考核指标不完善 .................. 30 4.3.3绩效考核过程把握不足 .............. 30 4.4培训质量检测问题的成因分析 ............ 30 4.4.1质量监控和评价依据不足 .......... 30 4.4.2质量监控和评价组织实施