企业专业培训人工作手册3设计.doc

企业训練专业人员工作手册 计划篇 主办单位︰行政院勞工委员会职业训練局 承办单位︰中华民国全国工业总会  目 錄 前言··············································································································2 第一章 策略管理流程·············································································3 第二章 经营理念(使命/核心价值观/共同愿景)····································6 第一节 使命陈述6 第二节 核心价值观6 第三章 策略规划及分析(外、内部分析/SWOT)································12 第一节 外部环境分析：确认产业的机会与威胁12 第二节 内部资源分析：确认企业本身的优势与劣势21 第四章 策略管理(策略地图/平衡计分卡)···········································26 第一节 平衡计分卡与企业策略管理27 第二节 策略地图31 第五章 策略执行(行动方案/策略性预算)···········································34 第六章 依据经营理念订定训練政策···················································35 第七章 策略性的训練需求····································································36 第八章 策略规划会议及定期绩效会议················································37 第一节 策略规划会议37 第二节 定期经营绩效检讨会议37 附錄 策略规划新思维···································································38 第九章 文件化的阶层············································································44 第十章 训練质量管理系统手册之要点················································45 第十一章 训練质量管理系统手册之范例············································46 第十二章 职能分析之价值····································································63 第十三章 职能分析定义········································································65 第十四章 职能建置的导入流程····························································68 第一节 职能建置之分析工具68 第二节 职能分析之分類架构70 第三节 工作标准要求确立72 第十五章 职能产出表格之建立····························································75 參考书目····································································································82 1 前言 企业最终极的目标不可否认的是「永续经营」、「企业常青」。为此企业要不断提升其竞争优势并维持高的投资报酬率，策略管理正是一个提供将企业有限资源集中投入最有效果的事务上的工具，以期创造永续的竞争优势并达成组织的长短期目标。 传统的企业内教育训練是「把事情做对」，而没有考虑是否是做「对的事情」，训練需求产生，其主要的方法是利用问卷调查的方式，针对企业内各阶层的主管做需求调查，将调查的结果做进一步的分析后产生训練需求，此類需求的训練项目并没有考虑组织的目标；策略管理最主要的功用在于厘清组织应该做哪些「对的事情」，进而订定长、短期策略目标，要达成这些目标所需的各项能力水平与组织现况能力水平之差距，组织产生了各种构面的改善活动，