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作为一名帮助企业提升管理能力和管理素质的专业人员,我为企业日益重视对自己的管理者进行开发与培养感到高兴,却也常常对企业由于实际操作不得法而导致的资源浪费、效果不彰,甚至适得其反的现象深感惋惜。在管理者开发和培养过程中,最常见的两个薄弱环节是:管理者开发培养的实践与企业运营管理实践相脱节,以及开发培养项目缺乏真正的针对性与适用性。
As a professional helping enterprises to improve their management ability and management quality, I am glad that enterprises pay more attention to the development and training of their managers. However, I often do not waste the resources caused by the actual operation of enterprises, and the effect is not effective Akira, even counterproductive regret. The two most common weaknesses in the process of manager development and training are the disconnection between the practice of manager development and the practice of enterprise operation management and the lack of real pertinence and applicability of the development training project.