A集团员工培训系统设计研究

上海交通大学硕士学位论文A集团员工培训系统设计研究姓名：陈玉兰申请学位级别：硕士专业：工商管理指导教师：唐宁玉200506122003110.ASTUDYANDDESIGNOFEMPLOYEETRAININGSYSTEMFORGROUPAABSTRACTJointlyestablishedinJan.2003byChinaNationalPharmaceuticalGroupCorp.,thelargestdomesticmedicinecorporation,andShanghaiFosunHighTechnology(Group)Co.,Ltd.,AGroupisalarge-scalenationalmedicineenterprisewitharegisteredcapitalofRMB1.03billion.Aftertwoyears’development,AGroupnowhasabouttenthousandemployees,onethousandretailchainpharmaciesanditsdistributionnetworkhascoveredmorethantwentymajorcitiesinChina.Nowadays,withtheinternationalization,agglomerationandprofitdecreasingofdomesticmedicinemarketaswellasthereorganizationofthecompany,AGrouptakes“concentratingonpharmaceuticaldistributionasthecorebusiness,fulfillingintegratedservicesinsupplychainmanagement”astheirmainstrategytoimprovethecompetitionpowerandthepromotethedevelopmentofthecompany.Withtheimplementationofintegrationstrategy,accelerationofannexationbetweenpharmaceuticalenterprisesandtheunceasinglyexpandingofthegroup,companies’managementsectionhasincreasinglyhigherrequirementaswellasalargerdemandofmanagerialandtechnicalpersonnelintermsofstrategicdecision,businessoperation,marketing,financeandlogistics.Butthecurrenttrainingsystemfailstocatchupwiththestepofthedevelopmentofthegroup;allsubsidiariesjustdothingsintheirownway.Althoughthegroupinvestsalargefundontrainingeveryyear,theeffectisrelativelylow.So,anadvancedandperfectemployeetrainingsystemisurgentlyneededtomeetthedemandsofglobalizedcompetitionandcompanydevelopmentstrategyaswellastheemployee’scareerdevelopment.Thispaperlocatestherootcausethataffectsthedevelopmentofcorporatetrainingandtrainingeffect,taking“Employeetrainingshallcloselycooperatewithhumanresourcedevelopmentstrategiesandhumanresourcedevelopmentstrategiesshallservethegroupdevelopmentstrategies”asguideline,byintroducingthegeneralsituationofAGroupandanalyzingtheinternalandexternalenvironment,thecurrenthumanresourcestatusandtheproblemsexistinginthecurrenttrainingsystem.Onthisbasis,thispaperappliesmoderntrainingtheoryastheguideline,optimizesanddesignsthegroup’semployeetrainingsystemaccordingtotheresultofthegroupemployeetrainingdemandsurvey.Thesystemdeterminesthetenetandtheprincipleoftraining,designsthenoveladministrativeformoftrainingorganization,defineseachdepartment’sresponsibilities,regulatesthetrainingprocess,andputsforwardthespecificimplementationadvisesonthetrainingdemandanalysis,establishingtrainingprogramsandplans,implementingtrainingprojects,theevaluationoftrainingeffect,thearchivemanagementoftrainingandtrackingfeedbackintheprocess.Attheend,thepaperputsforwardthatestablishingandoperatingemployeetrainingsystemforthegroupshallbesupportedbysystematicperspective,mobilizationandattendanceofalltheemployees,useofmodernizednetworktechnologyandelectro-method,establishmentofcompletecorporateknowledgemanagementsystem,innovationsonrelevantsystemsandcombinationwithcorporatecultureconstruction.KEYWORDS:trainingsystem,integratedstrategies,development,humanresourcemanagement,pharmaceuticalcorporation2005050819981650020037800[1]20031MBAA1A1.1AA2003110.32003200487MBAA2200310812004162200520023WTOFigure1-1SWOTAnalysisofGroupAstrengths(1)50(2)(3)GSPISO9001(4)(5)weaknesses(1)(2),(3)(4)threats(1)(2)(3)200412(4)(5)opportunities(1)(2)“”(3)7%(4)MBAA4A50AAAAAAAAAAAAAAAAAAAAAAMBAA5Chart2-1OrganizationChartofGroupA(1)A150%45%(2)45%30%7%90%2075%39%8996%22MBAA6Fig2-2EducationBackgroundStructureofGroupA’sHeadquarter(3)404034.7MBAA7Fig2-3AgeDistributionChartofHeadquarter,GroupA(1)A80%11%20-40(2)(3)(4)MBAA8A2003120031085402004162800;20052001MBAA9AAMBAA10(3)AMBAA11MBAA12WTO20041211A10200018.76%200326.14%200430%AMBAA13•AMBAA14•31MBAA15Motorola1.24%200016040%MBAA17A57SPSS572311.8%,23.6%,1219.6%,4275%11.8%610.9%3054.5%1425.5%1212421.8%3.6%,19.6%75%23.6%;2137.5%;2646.4%;712.5%3256.1%;2442.1%87.5%5283.9%MBAA1893%7%87.7%10.5%%,1.8%22.8%64.9%10.5%22.8%64.9%10.5%1.8%54.5%43.6%1.8%35.8%30.2%,15.1%15.1%1.9%.23.1%55.8%19.2%1.8%80.7%17.5%MBAA1952.6%,(49.1%),(40.4%)(31.6%),MTP26.3%,24.6%24.6%,21.1%21.1%45.6%52.6%1.8%36.8%57.9%5.3%92.6%5.6%43.9%28.1%14%14%10%.42.1%56.1%1.8%21.1%78.9%MBAA2085.2%1.9%14.9%3.3%60%36.7%87.7%12.3%,,MTP,,Alpha0.734MBAA21A:;;MBAA22Figure5-1GroupA’sEmployeeTrainingSystemFrameworkMap5.3MBAA23AFigure5-2GroupA’sEmployeeTrainingAdministrativeOrganizationstructureandit’sResponsibilitiesFrameworkMapMBAA24MBAA25123MBAA2642005,MBAA27123456(1)(2)(3)(4)(5)MBAA28MBAA29123.4(1)(2)MBAA30(1)A(2)(3)MBAA3111.5%2,3MGEMerckMBAA323;;:(1)MBAA36AA123031-4041-5050311-33-554-11-22567I1234567MBAA3789101112131415161718III123MBAA384567891011121314151617181920.21.22MBAA3923242526271MTPMAP2TCSTTT345II12345112345212345312345MBAA41A20051.122.1231.2.MBAA423.4.5.6.2005MBAA431..2.ISOGSPISOGSP3.4.20055.2005MBAMBAA446.7.8.9.10.11.MBA12.20051000310200513101000MBAA47[1]212004-20059293A集团员工培训系统设计研究作者：陈玉兰学位授予单位：上海交通大学相似文献(1条)1.期刊论文陈玉兰关于我国大型医药企业员工培训系统设计的思考——GY集团控股股份有限公司为例-现代商业2007,(35)本文依据对我国最大的医药企业—GY集团控股股份有限公司的57名管理人员问卷调查的结果、揭示大型医药企业培训系统中普遍存在的问题以及员工的培训发展需