企业管理人员开发的激励机制设计

企业管理人员开发是指通过传授知识、转变观念、提高技能以改变或提高未来管理绩效的一切活动。企业管理人员开发对提高企业管理人员的整体素质、提高企业竞争力具有重要意义。现实中,企业管理人员的开发活动还普遍存在着效率不高的现象,关键原因之一就是企业缺乏激励管理人员开发活动深入展开的机制,主要是没有建立健全激励管理人员加大投人的竞争上岗机制以及指引管理人员努力方向的管理创新机制。本文在分析管理人员激励的一般原理的基础上对企业管理人员的竞争上岗机制及管理创新机制的设计进行探讨。一、激励机制设计的一般原理管理人…     

浅析某国有企业中层管理人员的领导力开发与培养

国有企业的中层管理人员,是企业运行的中坚力量,注重中层管理人员领导力开发与培养,着力提升内部管理水平,本人将简要分析国有企业如何进行中层管理人员领导力的开发与培养。     

胜任力模型在煤炭企业管理人员开发中的应用

胜任力模型是一种新兴的人力资源测评工具和分析技术,近年来受到国内外学者的关注和企业的重视。将胜任力和煤炭企业管理人员开发结合起来,是一个富有挑战性的研究领域。因此,本文在这一领域尝试探索,以期达到有效开发煤炭企业管理人员,促进企业可持续发展的目标。     

企业管理人员核心素质的开发策略

企业管理人员的核心素质包括系统思维能力、情绪智力和敬业精神,它们是管理者履行职务的基本保障.系统思维能力的开发需要通过企业管理理论知识的学习,构建企业战略管理和职能管理的整体观.情绪智力开发包括对自身需要进行辨认、管理和对情绪进行控制两个环节.管理人员敬业精神养成的关键,在于克服各种不良心态以及持之以恒地专注于本职工作.     

WSR系统方法论在管理人员开发中的应用

系统思维能力是企业管理人员应具备的重要能力，管理人员在管理中应该懂得物理、明白事理、深谙人理。文章介绍人理、物理、事理系统思维方法论，并将它应用到管理人员开发中。分析管理人员开发过程中的人理，认为普通员工可能成为管理人员开发的有力推动者；并讨论管理人员系统思维能力的开发方法。     

浅析企业管理人员的培训

随着现代企业的发展,企业的人力资源建设已经成为企业发展成败的关键因素,尤其是各级管理人员的能力至关重要,所以现代企业中管理人员的培训与开发成为人力资源管理中一个非常重要的组成部分。本文通过对企业管理人员现状的分析、培训中存在的问题及解决方法、培训中一些具体的方法浅谈对现代企业中管理人员培训存在的原因及解决对策。     

开发员工的潜力对企业发展至关重要

本文以两个事例来说明人的潜在能力是存在的，人的内在潜力是需要被挖掘的。并以企业在开发员工的潜力为主导，阐述开发员工的潜力有以下几种方式：1、主动式开发潜力，二、被动式开发潜力，三、提醒式开发潜力，四、建议式开发潜力。总结出开发员工的潜力对企业发展至关重要，企业既要开发技术人员的潜力，又要挖掘管理人员的潜力，只有把技术人员的技术水平和管理人员的管理水平都提高了，企业才能真正做到科学发展     

企业管理人员情绪智力的开发

随着知识经济的发展,企业间的竞争事实上已成为人力资源的竞争,人力资源成为企业的第一资源,成为企业竞争力的瓶颈.企业人力资源的开发,尤其是企业管理人员的开发因此日益受到重视.情绪智力是企业管理人员的核心素质,企业管理人员的情绪智力的开发对企业管理人员的个人发展及企业竞争力的提高都具有十分重要的意义.本文就企业管理人员情绪智力的开发进行探讨.     

针对管理人员开发的PBL培训模式研究

随着管理创新和组织变革需求的增加,管理开发培训项目的设计和评估越来越受到学术界和企业实践的关注。针对管理人员开发培训项目的特殊性,本文通过与PBL的理念相结合,探索了针对管理开发的培训设计、实施模式。     

中层管理人员的培训三部曲

企业培训作为人力资源开发与管理的重要手段，在提升员工素质和适应新的竞争方面的重要作用被越来越多的企业所认识，对处于企业竞争力核心地位的企业中层管理人员的培训与开发更是备受关注。中层管理人员主要包括企业各级各职能部门管理人员组成的经理集团，     

浅论一线管理者提高工作满意度和组织承诺水平

本文认为易被忽视的一线管理者在企业处于作业管理中心的位置,对企业的发展起着十分重要的作用。提高工作满意度和组织承诺水平是释放一线管理者对企业贡献的潜能的重要途径和手段。     

商务英语在企业管理中的应用

文化差异在企业管理者的英语运用中不容忽视,企业管理者在注重提高自己英语交际能力的同时,必须要了解中西文化差异,这样才能够更好的利用英语提高企业的竞争力。企业管理者在英语运用中尽量能够在了解国外文化的同时体现出我国的民族特色,这样才能够在很大程度上提高企业的影响力与管理水平,使企业能够得到更加长远的发展。本文将要探讨的重点就是企业管理者在英语运用中的文化差异以及企业管理者必须在英语运用中重视文化差异。通过对这两点的分析更加深刻的阐述文化差异在企业管理者的英语运用中不容忽视。     

A multilevel leadership process framework of performance management

Performance management is a critical human resource management practice intended to facilitate performance and development in organizations. Unfortunately, recent discourse among researchers and practitioners suggest that current performance management practices in organizations are less than satisfactory and not effective. A popular recommendation to improve the performance management process is to focus less on the formal procedures and more on the manager-employee interactions embedded in the process. However, current models of performance management do not reflect this focus on social processes. We present a multilevel leadership process framework of performance management that highlights the pivotal role of managers. Within this framework managers carry out this process through their influence on employees, teams, and the organization. Recommendations for future directions are also provided.     

A cross‐country study on the relationship between financial development and earnings management

This study investigates whether a country's level of financial development is associated with earnings management in an international setting. Financial development is likely to heighten the monitoring and scrutiny of accounting numbers because of strengthened investor protection laws and regulations as well as sophisticated market participants. Therefore, we first hypothesize that both accrual‐based and real earnings management decrease with greater financial development. However, research shows that managers tend to apply real earnings management, instead of accrual‐based earnings management, under strict accounting standards, regulations, and close auditor scrutiny. Thus, we explore the alternative hypothesis that accrual‐based earnings management decreases but real earnings management increases along with higher financial development. We examine the relationship between financial development and both types of earnings management using 56,830 observations in 37 countries covering the period 2009–2012. The results indicate that both types of earnings management are more restrained under higher levels of financial development.     

房地产开发工程技术管理中的资源优化配置

随着我国当前社会经济的不断发展,房地产行业所面临的竞争在不断的加剧,为了促进我国房地产行业的稳定发展,需要加强对房地产开发工程的技术管理,对其中所涉及到的资源进行优化性的配置,从而使得房地产开发工程技术管理水平能够得到有效的提高。相关管理人员需要全面的认识房地产开发工程技术管理的主要模式和特点,提出有效的资源优化方案,从而保证实际工作效率的提升。     

Impact of relational norms, supplier development and trust on supplier performance

Supplier relationship management and supplier development initiatives assume a fundamental role in enterprise supply chain management. An important aspect of effective supplier relationship management is the role of trust. This paper seeks to understand whether supplier relationship management or supplier development initiative should be emphasized as a firm strives to achieve superior supplier performance. The analysis and discussion draws upon sourcing strategy literature and is based on empirical survey-data of mid to upper level managers with responsibility for supply management initiatives in their respective organizations in Denmark and in the USA. It examines the interrelationships among “relational norms”, “trust”, “supplier development initiatives” and ensuing “supplier performance”. The data analysis shows that firms must emphasize relation and trust building activities before investing in supplier development initiative. Supplier perception audits must be routinely performed to gauge the level of trust and strength of relational norms.     

Identification of management development needs: a comparison across companies of different ownership – foreign,joint venture and local in Sri Lanka

This paper presents the results of an empirical investigation of seventy-eight human resource managers employed in seventy-eight wholly foreign-owned, foreign and local joint venture and wholly local-owned export-oriented clothing manufacturing companies in Sri Lanka. The study investigated human resource managers' views on whether organizations identify development needs of managers, and, if so, from what sources. The findings of the study shed light on the identification of management development needs and on differences across companies of different ownership. The data revealed evidence of the existence of the identification of development needs of managers in the industry. Organizational strategies, succession plans and performance appraisal give rise to identify development needs of managers, other than requests from both heads of divisions/immediate superior managers who like their subordinates to be developed and managers themselves who desire to develop. Further, the results of the analysis of variance revealed that in certain aspects there are significant differences in the identification of development needs of managers. The results and implications of the findings are discussed.     

Promotion systems and career development in Thailand: a case study of Siam Cement

This paper examines the promotion systems and career development of managers of Siam Cement Public Company Limited, the largest manufacturing conglomerate in Thailand. Since the 1980s, the company has grown into a full-blown conglomerate and is widely considered to be Thailand's most modernized corporation. In the aftermath of the 1997–8 Asian crisis, the meltdown forced the company and other debt-addicted business groups to streamline their debts and organization structures drastically. However, just five years later, the company had bounced back into profitability and first-class corporate governance, and stands firmly in the front rank. Undoubtedly, the company's successful recovery and its current strengths have been driven by the capability and dedication of its managers. This paper focuses on interviews with the company's personnel managers during 1999–2001, and on the personnel profiles of 128 managers (general manager level), in order to examine Siam Cement's human resource management policies and practices, and to draw from this its overall strategies for the development of managerial careers. The main finding was that well-planned recruitment, competitive promotion, concrete performance appraisal and wide-ranging training and development programmes, including job rotation and sending managers to study abroad, are all essential career development strategies.     

新时期提高事业单位政工管理水平的有效途径分析

事业单位是独具中国特色的组织形式,在我国经济发展、社会公共服务、维护社会秩序和谐稳定等方面发挥着不可替代的作用。新时期背景下,事业单位所处行业领域竞争加剧,提升核心竞争力、强化内部管理效能成为单位发展重点。基于此,论文简要论述新时期提高事业单位政工管理水平的重要性,简要分析新时期背景下事业单位政工管理现存问题,重点从提升政工管理意识、创新政工管理机制、改进政工工作方法、加强政工干部队伍建设4个方面探究新时期提高事业单位政工管理水平的有效途径。