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经济全球化使我国企业的经营环境发生了巨变,为应对这一挑战,许多企业提出了“高科技、服务、国际化”这样的变革战略。企业变革能否成功,人才,特别是经营管理人才的开发,成为关键因素。用友花500万年薪挖来了“海派”总经理,其目标之一是想要打造国际化的用友经理人队伍;平安花巨资在深圳成立平安保险大学,旨在成为培养保险管理队伍的“黄埔军校”;而柳传志最大心愿是能够有机会向韦尔奇请教如何培养联想的领军人物。本文将重点介绍国外企业在“管理者测评”和“管理者开发实践”这两方面的主要做法。
Economic globalization has brought about a drastic change in the business environment of our enterprises. To meet this challenge, many enterprises have proposed such a strategy of “high-tech, service and internationalization.” The success of business transformation, talent, especially the development of business management personnel, become the key factor. UF spent 5 million annual salary hired “Shanghai School ” general manager, one of the goals is to create an international team of UF manager; peace spent heavily in Shenzhen Ping An Insurance University, to become a management team to develop insurance The “Whampoa Military Academy”; and Liu Chuanzhi's greatest wish is to have the opportunity to ask Welch how to cultivate Lenovo's leader. This article will focus on foreign companies in the “manager evaluation” and “manager development practice” these two aspects of the main approach.