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论文编号：	14531
作者编号：	2120223761
上传时间：	2024/6/1 11:52:55
中文题目：	基于胜任力的J公司管理者能力提升研究
英文题目：	Research on the Ability Enhancement of Managers in Company J Based on Competency
指导老师：	杨斌
中文关键字：	管理者能力提升;胜任力模型;胜任力评估
英文关键字：	Ability Enhancement of Managers; Competency Model; Competency Assessment
中文摘要：	随着国家的持续重视及不断推进的政策的支持，近年来我国奶业质量不断提高，民族奶业竞争力持续增强。作为现代农业和食品工业的重要组成部分，奶业发展对于建设农业强国、健康中国具有重要意义。当下乳制品格局逐渐明朗，奶业双寡头格局进一步加强，行业竞争逐步加剧，各公司纷纷寻求竞争发力点，提高公司市占率。 J公司自1995年成立以来，见证了我国奶业的起步、飞速发展、调整、兴盛阶段。经过二十多年的发展，乘着“奶业振兴”的东风，J公司也迎来了发展新契机。2022年7月J公司正式启动IPO上市项目，期望为公司未来发展注入新动力。但在公司上市的过程中，不仅仅是需要庞大的资金支持，还面临着公司业务的快速变化，也会对公司的管理者提出更高要求。在此阶段提高内部管理人员的胜任力，无疑是一个事半功倍的举措，既能快速培养人才，也能助力公司发展进程。 本文以J公司管理者为研究对象，首先界定了相关概念，回顾了胜任力的理论研究，为后续分析奠定了理论基础。其次，深入分析了J公司管理者的能力现状及发展需求，发现随着公司的快速发展，J公司管理者能力滞后的问题已逐渐显现。为科学有效地识别J公司管理者的能力问题，联合咨询公司构建了J公司管理者的胜任力模型，并在此基础上设计开展了360度评估。通过评估分析发现J公司各序列管理者存在能力差异，集中能力短板是“系统化思考”和“创新意识”；在分析过程中还关注到管理者对自身能力认知存在偏差，有可能会阻碍个人的发展进步；女性管理者相比男性管理者胜任力成熟度更好，但对工作没有过高追求，不愿意承担管理责任。针对上述问题，本研究分别从组织层面和个人层面设计了管理者的胜任力提升方案：从组织层面根据胜任力模型完善培训模式，加强岗位实践培养，为管理者发展提供丰厚的资源，从个人层面激活发展意愿，提升个人学习能力，让资源得到充分利用。为保证提升方案的顺利落地，也提出了一些组织层面的保障措施，如倡导胜任力文化，严格落实胜任力选拔标准，提升人才发展组织的实力等。
英文摘要：	With the continuous attention of the state and the support of continuous promotion of policies, the quality of China's dairy industry has been continuously improved in recent years, and the competitiveness of the national dairy industry has continued to increase. As an important part of modern agriculture and food industry, the development of the dairy industry is of great significance to the construction of a strong agricultural country and a healthy China. At present, the pattern of dairy products is becoming clearer, the dual oligopoly pattern of the dairy industry has been further strengthened, and the competition in the industry has gradually intensified, and companies have been seeking to compete for strengths and increase the company's market share. Since its establishment in 1995, Company J has witnessed the start, rapid development, adjustment and prosperity of China's dairy industry. After more than 20 years of development, taking advantage of the "revitalization of the dairy industry", Company J has also ushered in a new opportunity for development. Company J officially launched the IPO listing project in July 2022, hoping to inject new momentum for the company's future development. However, in the process of listing, the company not only needs huge financial support, but also faces rapid changes in the company's business, which will put forward higher requirements for the company's managers. Improving the competency of internal managers at this stage is undoubtedly an initiative that gets twice the result with half the effort, which can not only quickly cultivate talents, but also help the company's development process. This paper takes the managers of Company J as the research object, firstly, defines the relevant concepts, reviews the theoretical research on competence, and lays a theoretical foundation for the subsequent analysis. Secondly, it analyzes the competence status quo and development needs of the managers of Company J. It is found that with the rapid development of the company, the problem of lagging competence of the managers of Company J has gradually appeared. In order to scientifically and effectively identify the competency problems of the managers of Company J, the joint consulting company constructed a competency model of the managers of Company J, and designed and carried out a 360-degree assessment on the basis of this model. Through the assessment and analysis, it was found that there were competency differences among the managers of each sequence in Company J. The centralized competency shortcomings were "systematic thinking" and "innovation awareness"; during the analysis, it was also noticed that there were deviations in the managers' perception of their own competency, which might hinder their personal development and progress; female managers were more likely to be in the same position than male managers; and female managers were more likely to be in the same position than male managers. In the process of analysis, it is also concerned that managers have biased perception of their own ability, which may hinder their personal development; female managers have better competence maturity than male managers, but they do not have high pursuit of their work, and are not willing to take management responsibilities. To address the above problems, this study designs competency improvement programs for managers at the organizational and individual levels: at the organizational level, it improves the training mode according to the competency model, strengthens the job practice training, and provides abundant resources for manager development; at the individual level, it activates the willingness to develop and improves the learning ability of individuals, so as to make the best use of the resources. In order to ensure the smooth implementation of the enhancement program, some organizational-level safeguards are also proposed, such as advocating the competency culture, strictly implementing the competency selection criteria, and enhancing the strength of the talent development organization.
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