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  • 學位論文

美容與美髮沙龍店長專業能力分析研究

Analysis of the Professional Competencies of Manager in the Beauty Saloon

指導教授 : 洪久賢
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摘要


隨著國內美容企業經營型態的轉變,培養熟悉專業領域行銷管理的店長,才能跳脫以往以技術取勝的經營模式。本研究透過文件分析、訪談、職場觀察、OCAPs法(包含DACUM專家會議、問卷調查及檢核小組會議)等方法,發展並確認出美髮沙龍店長與美容沙龍店長的工作內涵與專業能力目錄。主要研究發現如下: 一、 工作內涵 1. 美髮沙龍店長乃公司賦予現場店務之管理者,舉凡人事管理、人才培育、物料控管、行銷、環境衛生、設備維護、公關、政令宣導,以提昇服務品質創造公司利潤,並增加顧客滿意度。 2. 美容沙龍店長乃凡從事臉部身體保養、化妝設計、保養彩妝、體型雕塑、頭部活絡之業務的店務管理、行銷規劃、溝通管理、形象設計、教育訓練等專業知識工作範疇之人員。 二、 美容與美髮沙龍店長職責與任務 在美髮沙龍店長有「公關」、「行銷」、「人事」、「教育訓練」、「一般行政」、「財務管理」、「總務」、「環境管理」、「特殊事項」9項職責、90項任務;在美容沙龍店長有「美容專業管理」、「總務管理」、「售後服務」、「教育訓練」、「行政管理」、「行銷管理」、「人事管理」、「現場服務流程管理」八項職責、85項任務。 三、 美容與美髮沙龍店長應具備之專業知能 在美髮沙龍店長部分有:17項認知、39項技能、38項情意,共94項專業知能項目。在美容沙龍店長部分有:39項認知、60項技能、29項情意,共127項專業知能項目。 四、 經職場觀察發現店長實際工作內容大多與DACUM專家看法相符。 五、 大專教師與店長對美容與美髮店長之職責與專業知能看法之比較 大專教師與店長對美髮沙龍店長職責之看法,在「教育訓練」職責使用頻率、「財務管理」職責使用頻率之結果達顯著差異;對美容沙龍店長職責之看法,在「美容專業知能」、「教育訓練」、「人事管理」之職責使用頻率,以及「總務管理」職責重要性與使用頻率上達顯著差異;對專業知能的看法,僅在美髮沙龍店長技能項目之未來需求上達顯著差異。 依據上述之研究結果,本研究對美容與美髮沙龍業者、有志從事店長工作之人士、美容相關科系、職訓單位及未來研究提出建議。 關鍵字:店長、專業能力、美容、美髮

關鍵字

店長 專業能力 美容 美髮

並列摘要


Facing the change of management in beauty saloon business, cultivating professional manager in marketing will help business proprietors break away from traditional managing style. Through document analysis, interview, job-site observation, OCAPs (including DACUM profession conference, survey and meeting of evaluation from experts), the job description and professional competencies for managers of beauty saloons and hair saloons were developed. The major findings were as followings: I. Job description 1. A manager in hair saloon is commissioned by the company with job-site managing including personnel management, training and cultivating, material and inventory controlling, marketing, environmental hygiene managing, facilities maintaining, public relationship development, policy announcing etc. The ultimate intention of these connotations is to inspirit service quality for creating company profits and to increase customer satisfactions. 2. A manager in beauty saloon is commissioned by the company with job-site management including body care, cosmetic design, skin care, facial makeup, body shaping, blood vessel relaxing for head, marketing, communicating, image designing and professional training. II. Job duties and tasks of a beauty saloon manager and of a hair saloon 1. In a hair saloon, the manager is commissioned with nine major duties: “public relationship”, “marketing”, “personnel management”, “in-service education and training”, “general administration”, “financial management”, “purchasing and general affair dealing”, “environment hygiene management”, “special affairs dealing”; and 90 tasks. 2. In a beauty saloon, the manager is commissioned with eight major duties: “professional cosmetic beauty management”, “general affairs dealing”, “after-service management”, “in-service education and training”, “general administration”, “marketing”, “personnel managing”, “job-site service operation management”; and 85 tasks. III. Professional knowledge perceiving and competencies demand for a beauty saloon manager and for a hair saloon manager 1. In a hair saloon, a manager is required to obtain 94 professional competencies which including 17 items of knowledge, 39 items of practices and 38 items of attitude. 2. In a beauty saloon, a manager is required to obtain 127 professional competencies which including 39 items of knowledge, 60 items of practices and 29 items of attitude. IV. The connotations of a saloon manager from DACUM are consistent with job-site observation. V. Comparison between college teachers’ and saloon managers’ opinions of hair and beauty saloon managers’ job descriptions, knowledge perceiving and competencies 1. The executing rates of “in-service education and training” and “financial management” of hair saloon managers are significantly different. 2. The executing rates of “professional cosmetic beauty management” “in-service education and training”, “personnel management” and “general affair dealing” of beauty saloon managers are significantly different. On the aspect of professional competencies, only the future demand for practices is different for hair saloon managers and beauty saloon managers. Based on the research findings, the suggestions for hair and beauty saloon business, for those who are eager for managing position, for concerning departments in school and for vocational training institutes, and for future study were proposed. Key words: manager, professional competencies, beauty saloon, hair saloon

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