強調人才的培育,是許多成功企業的共同的發展重點。在現今高度競爭、快速變遷的經營環境中,人才被視為組織最寶貴的資產。卓越的企業領導人,除了擬定策略引領企業順應環境變遷,繼續向前邁進之外,更應有計畫、有系統的持續培育主管人才,進而提升組織整體的競爭優勢。因此,對於很多亟思提高組織競爭力的企業來說,如何擬定有效的主管培育及發展計劃,已成為重要的課題之ㄧ。 有鑑於企業對於主管陪訓的日漸重視,本研究透過文獻探討、專家訪談以及個案分析等研究方法來對兩岸企業的高階主管培訓項目進行辦理現況整理描述及個案比較分析。期藉此研究發現,提出具體實務辦理建議,以供實務界及後續研究作為參考。 主要以個案分析法,針對企業實施中高階主管培訓的現況做描述,進而比較分析探討其執行方式與成果。台灣企業的部份,以F集團的中高階主管培訓情況為例;而大陸、香港的企業,則以香港C大學辦理經驗為主軸,並進行專家訪談。進而針對辦理兩岸企業之中高階主管培訓進行方式、課程內容、需求及成效評估等面向做分析與討論。
The Study is Focus on the Corporate Executive Training between the Strait, and F-Group is chosen as an example. We know that outstanding leaders always guide the company adopt the changing environment and keep moving forward. If a company wants to be the top in the industry, how to systematic cultivating leaders becomes quite important an issue. High-quality human resources are regarded as the most valuable asset in the organization during the highly competitive and fast-moving era. As a result, most companies try their best to develop efficiency programs to breed eminent leaders. This study organizes through research, expert interview and case study these methods to analyze the Corporate Executive Training between the strait. Mainly use Case Study to describe the current training situation of some corporations, and then compare the implements and results among them. F-Group is chosen as a representative of Taiwan corporations. Second, interviewing the experts who are in the C university in Hong Kong. And they have excellent experiences on training Executive managers in Mainland China and Hong Kong. Then, evaluate the Executive managers training methods, course contents, the wants and needs to conclude the analysis and effects. Finally, hope the study findings can provide some practical suggestions to F-Group and follow-up researchers which intend to build the competency model.