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论文编号：	10643
作者编号：	2120163122
上传时间：	2018/12/7 20:54:25
中文题目：	U公司基层管理者领导力提升研究
英文题目：	Research on the Development and Enhancement of Basic Managers’ Leadership in U Company
指导老师：	吕峰
中文关键字：	基层管理者;领导力提升;领导力项目设计
英文关键字：	Basic-level managers; The enhancement of leadership;The design of the leadership program
中文摘要：	随着社会经济的蓬勃发展，人民生活水平的提升，人们对于自己生活品质的关注倾斜了更多的精力。 快速消费品行业作为满足人们日常所需的行业，地位越发凸显。 无论是个人护理产品、家庭护理产品还是食品，都为消费者提供了越来越多样的选择。 不仅国内的供应商纷纷发力，国外的供应商也纷纷入驻中国本土，抢占中国市场。 U公司作为非常早入驻中国市场的外资企业，与P公司在快速消费品市场中占领着举足轻重的地位，也是业界的效仿对象。 在市场份额、品牌认知度、消费者忠诚度上都有着其他外资企业和本土企业不可比拟的优势。 随着U公司在中国的投资力度加大，在上海建立总部后，又逐步在北京、成都、广州、武汉建立了东西南北中的分公司。 同时，还兴建了三个生产工厂，辐射中国本土和周边的国家。 全球六大研发中心也选择了一个建立在上海，可见U公司对中国市场的重视程度。 在这样企业高速发展的过程中，组织的发展也遇到了很大的挑战。 人才本土化策略，让U公司集中精力先吸纳和培养中国本土的员工，尤其是管理者是重中之重。 人员规模几何倍数的增长，使得对管理者的需求也越发急迫。 基层管理者对在组织中承担的责任和要求也越来越高。 如何打造一名优秀的基层管理者，成为组织中承上启下的中坚力量，是U公司面临的最急迫的问题。 本文以U公司为例对基层管理者领导力的培养进行全面的研究。 全文一共分五章：第一章是绪论，指出快速消费品行业的发展对基层领导者的领导力提出了更高更全面的要求。 第二章是理论基础，深度剖析了领导、管理、领导力这些概念，并且从领导力培养的思路和具体方法上进行了深入的解读。 第三章是对U公司进行了全面的介绍，重点解读了U公司目前基层管理人员的现状和现有领导力培养体系及项目，最后又从外部竞争环境的角度分析了U公司面临的挑战。 第四章对U公司领导力提升方案进行了详细的阐述。 第五章为全文的结论，并对研究的局限性进行了说明，同时也对未来研究的方向进行了展望。 文中详细阐述了U公司为基层管理者领导力量身定制的培养项目—“冲锋号”。前期通过测评工具对客户经理/销售副经理的个人能力和团队现状的测评，又深入研究了A公司利用翻转课堂的形式做的领导力项目，并且结合外部专业的供应商的课程体系，搭建出了符合自己目前现状的基层领导力提升项目。 项目的整个实施也使U公司认知到，领导力能力的提升，并不是一朝一夕就可以做到的。 甚至也不是一个领导力提升项目就可以做到大幅提升的。况且这些学员是有着较成熟的工作经验的基层领导者，他们势必也需要遵循成人学习的规律。挑战有两方面：第一、打破原有的思维壁垒，接受科学的管理思维体系；第二、在后续的跟进/行动学习中，能够积极主动并且行之有效的践行。 基层领导者的角色是非常重要的，肩负着承接向上的生意计划，和落实下层有效执行的艰巨责任。对于他们自身素质的发展和管理能力的提升都有着不可忽视的意义。 领导力提升项目可以很好的帮助到这些基层管理者建立正确的管理理念，学习到科学的管理工具，并且可以在实际的工作中做到落地实施。 所以，对于领导力提升项目科学的设计，和完整的实施都将是U公司在未来领导力培养工作中，集中精力需要坚持的问题。 在快速消费品行业竞争日益激烈，行业成熟度非常成熟，或者说整体行业有下行趋势的情形下。挖掘新的生意机会点，更好地服务消费者，与客户更好地配合，取得双赢的生意效果，都是要通过U公司的员工们去实现并创造的。因此，对U公司员工们的能力有了更高的要求。所以，人才的发展和变革，才是在这个时代下最大的挑战。 目前，U公司领导力培养的体系还在初试阶段，还有很大的提升空间，无法满足各个阶层的领导者对于领导力提升的需求。但是，业界对于公司领导力的提升也是越来越重视。因此，U公司在不断积累自身领导力提升项目经验与方法的同时，还要广泛的借助全球各分公司对于领导力项目的成功案例经验，并且在中国市场上广泛的搜集高质量的供应商给予协助，争取在相对短的时间内，能够搭建出对于各阶层领导力项目的框架和课程体系。 本次领导力提升项目选取的目标学员，虽然在职级上都属于基层领导者，但是能力上却会有层次不齐的状况。工作经验、管理经验上较大的差距，对于领导力能力提升的需求也会大相径庭。另外，虽然说客户经理/销售副经理都属于基层领导者，但是他们的业务职责还是会有较大的区别。客户经理主要承接对于某一客户的生意管理工作，而销售副经理是对于某一区域的销售业绩负责，所以这些基层管理者对于管理技能和领导力方面面临的挑战还是会有比较大的差异的。因此针对以上现象，在今后的领导力提升项目方案上，可以更加细化。首先是职位上的区分度要做好划分，其次是对于学员能力上的诊断要更加客观细化，以保证针对每一类的学员因地制宜的实施。 本文根据对目前快速消费品行业的动态分析，和U公司战略的调整，市场的策略，人才发展的模型作为背景，设计出了U公司针对基层管理者的领导力培养项目方案。希望通过本文的剖析和解读，能够为存在相同市场环境下或企业生命周期中的企业给到一定的借鉴作用。
英文摘要：	As the development of the economy and high standard of the peoples’ life, people pay more attention on the quality of their life. In order to fulfill the requirements of the consumer, the status of FMCG (the acronym of fast-moving consumer goods) industry become more important in our daily life. No matter the beauty care /home care categories or foods, almost all the suppliers try to provide more choices to the consumers. Not only the domestic suppliers, but also the overseas suppliers choose to occupy the Chinese market. U company, which is a famous foreign company, expanded the Chinese market in the early period. So is P company, which also enter the Chinese market in the early period, have the prominent positions in the FMCG industry. As the same time, U company increased their investment in China. First step, U company established the HQ in Shanghai, then set up four branches in Beijing/Chengdu/Guangzhou and Wuhan. Secondly, U company focused on the infrastructure construction of factories and R&D centers which can cover the business in domestic area and some parts of the overseas. In the face of the rapid development of the business, U company experienced vigorous development as well as facing difficulties and challenges. Based on this situation, U company formulated the strategy of talent localization, which need to recruit and cultivate more local staff, especially the managers. With the continuous expansion of the organization, how to cultivate high-qualified basic-level managers is an extremely urgent problem for the U company. This paper elaborates on the "Charge" training project tailored by U Company for the leadership of grass-roots managers. Previously, through the evaluation tools to assess the personal ability and team status of the customer manager/sales deputy manager, and in-depth study of A company's leadership projects in the form of flipped classroom, and combined with the curriculum system of external professional suppliers, build a grass-roots leadership promotion project in line with their current situation. The whole implementation of the project also makes U company realize that the improvement of leadership ability can not be achieved overnight. Not even a leadership enhancement project can be substantially improved. Moreover, these trainees are grass-roots leaders with more mature working experience, and they are bound to follow the rules of adult learning. There are two challenges: first, breaking the original thinking barriers and accepting the scientific management thinking system; second, in the follow-up / action learning, can be proactive and effective practice. The role of grass-roots leaders is very important, shouldering the arduous responsibility of undertaking upward business plans and implementing effective implementation at the lower levels. The development of their own quality and the improvement of their management ability are of great significance. Leadership promotion projects can help these grassroots managers to establish correct management concepts, learn scientific management tools, and can be implemented in the actual work. Therefore, the scientific design and complete implementation of the leadership promotion project will be the problem that U company needs to adhere to in the future leadership training work. In the case of the increasingly fierce competition in the fast moving consumer goods industry, the maturity of the industry is very mature, or the overall industry has a downward trend. To tap new business opportunities, better serve consumers, better cooperate with customers and achieve win-win business results, it is necessary to achieve and create through the staff of U company. Therefore, we have higher requirements for the capabilities of employees of U company. Therefore, the development and transformation of talents is the greatest challenge in this era. At present, the leadership training system of U company is still in the preliminary stage, and there is still a lot of room for improvement, which can not meet the needs of leaders from all walks of life for leadership enhancement. However, the industry is paying more and more attention to the improvement of company leadership. Therefore, while accumulating its own experience and methods of improving project leadership, U company also extensively relies on the successful case experience of global branch companies for leadership projects, and extensively collects high-quality suppliers to assist in the Chinese market, so as to strive for a relatively short period of time, to be able to build up a pair of. All levels of leadership project framework and curriculum system. The target trainees selected in this leadership promotion project belong to grass-roots leaders at the ranks, but their abilities are uneven. There is a big gap in work experience and management experience, and the demand for leadership improvement is also very different. In addition, although account managers/deputy sales managers are grass-roots leaders, their business responsibilities will be quite different. Customer managers are mainly responsible for the business management of a customer, while Deputy sales managers are responsible for the sales performance of a region, so the challenges faced by these grassroots managers in terms of management skills and leadership will be quite different. Therefore, in view of the above phenomenon, in the future leadership enhancement project plan, can be more detailed. Firstly, the distinction of positions should be well divided, and secondly, the diagnosis of students' abilities should be more objective and detailed, so as to ensure the implementation of adapting measures to local conditions for each type of students. In summary, according to the current situation of the FMCG industry, the strategy transformation of U company, the model of the talent development, we designed this leadership program, which forced on the basic-level managers, aimed to enhance their capability in leadership. We hope this study could provide some references and inspiration to the leadership research.
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