北京联合大学成人教育本科
毕业设计(论文)
题目 应用团队学习理论开展城建公司
人力资源培训实务研究
学院(部门)： 应用文理学院 系 别： 专 业： 信息管理与信息系统 班级学号： 学生姓名： 指导教师： 董焱教授
二○○八 年五月十五日
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北京联合大学成人教育本科 毕业论文（设计）任务书 学院：应用文理学院 系： 班级： 信息管理与信息系统 学号： 姓名： 题目 应用团队学习理论开展城建公司人力资源培训实务研究 主 要 内 容 1. 学习型组织与团队学习理论（800～1000字左右） 2. 城建公司培训现状及问题分析（3000字左右） 3. 团队学习理论的主要方法及其在培训中的应用（3000～5000字左右） 4. 结论与建议 主要（技术）要求 参 考 资 料 研究论文，有企业培训数据、图表等，建议具有可操作性。 1. 彼得.圣吉《第五项修炼》 2. 团队学习、学习型组织、超越训练、知识管理（方面的文章） 完成期限：自 2005 年 1 月 13 日至 2005 年 5 月 10 日 答辩时间： 2005 年 5 月 21 日
指导教师：董 焱 2005年 1 月 13 日
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中文摘要
学习型组织理论是当前管理心理学研究的热点之一，而学习型团队更是学习型组织理论的前沿课题．在人类社会迈向知识经济时代之际，现代企业面临着种种机遇和挑战。企业为了抓住机遇迎接挑战。必须不断提高自身的核心竞争力。在这样的时代，知识已经成为一种十分重要的资本，智力因素起着第一要素的作用，企业的学习能力与知识能力对企业提高核心竞争力起着至关重要的作用。为此，企业员工培训与创建学习型组织的工作受到越来越多的企业的重视。本文从相关团队学习理论与企业培训管理相结合的角度出发，对企业培训方式与应用团队学习理论之间相辅相承的关系进行了研究，并尝试将学习型组织组织理论引入到企业培训中，使企业培训具有学习型组织的特性。
论文主体内容分成四章：第一章学习型组织的基本概念部分分析了本研究的主题的有关背景——学习型组织的有关问题，并做出创建学习型组织是企业长远发展的重要途径结论。第二章对城建公司培训现状与成绩等相关问题进行了探讨；第三章对城建公司培训中存在的问题进行了细致的分析并找出了问题的根本所在。第四章阐述了城建公司人力资源培训及知识共享的建议，得出了团队学习理论的应用对城建公司人力资源培训能有深刻影响的重要结论，为提高公司人力资源培训的效能、促进学习型团队的发展，提升企业的竞争力能提供了一套切实可行的建议。
关键词：学习型组织、企业培训、知识共享
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目 录
毕业论文（设计）任务书 中文摘要、关键词
引言······························································5 1 学习型组织的基本概念·········································6 1.1 学习型组织的定义··············································· 6 1.2学习型组织的特征················································6 1.2.1组织成员有一个共同愿景··································6 1.2.2善于不断学习·················································· 7 1.2.3“地方为主”的扁平化组织结构···································7 1.2.4组织咨询化·····················································8 1.2.5系统开放化·····················································8 1.3学习型组织是21世纪管理的新模式···································8 1.4创建学习型组织是企业长远发展的重要途径···························9 2城建公司培训的现状与成绩······································· 10 2.1城建公司简介···················································10 2.1.1公司近年来的经济指标··········································10 2.1.2公司员工组成情况··············································10 2.2城建公司培训工作的现状·········································10 2.3 城建公司的培训特色·············································11 2.3.1 “城建特色”之一 —— 培训干事·································11 2.3.2 “城建特色”之二 ——先有制度后培训····························12 2.3.3 “城建特色”之三 ——领导支持员工参加培训······················12 2.4 城建公司培训取得的成绩······································· 13 2.4.1 培训工作的开展改变了企业的风气······························ 13 2.4.2 员工的精神面貌有了大幅改变···································13 2.4.3 工作效率明显提高·············································13 3 城建公司培训中存在的问题分析··································· 15 3.1 培训内容方面的问题分析······································· 15 3.1.1 入职培训内容滞后·············································15 3.1.2 大部培训课程由外聘教师讲授·································· 15 3.2培训方法上存在的问题············································16 3.2.1 培训方法比较单一··············································16 3.2.2 培训的工具简单················································17 3.3组织结构对培训工作的影响·······································17
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3.3.1 缺少一个完整的知识管理体系····························17 3.3.2 公司的组织结构不能适应知识无障碍传播的需求············18 3.3.3 部分职能部门经理不配合企业的培训工作·················· 18 3.3.4 公司在培训方面与国际企业培训投入比较相对较少···········19 3.4 培训前期调研与效果跟踪体系不完善·························19 3.5 培训观念与理论上存在的问题····························· 19 4城建公司人力资源培训及知识共享建议·························21 4.1 发挥每一位员工的培训作用······························· 21 4.1.1 发挥企业高层领导的作用·································21 4.1.2 发挥各职能部门经理的作用·······························21 4.1.3 职能部门设立专人负责培训工作···························23 4.1.4 鼓励员工之间的知识共享·································25 4.2 积极开拓实用培训形式··································· 25 4.2.1 增强传统培训方式的实用性·······························25 4.2.2 开发适合本企业应用的新培训方式·························28 4.2.3 现代化工具在培训中的应用·······························29 4.3 通过培训提高企业学习的风气····························· 30 4.3.1 企业之间的相互学习·····································31 4.3.2 兄弟部门之间的学习·····································31 4.3.3 员工个人学习···········································31 4.4 利用非正式组织传播知识································· 33 4.4.1 实践团队的概念·········································33 4.4.2 鼓励实践团队传播知识···································33 4.5 提供个性化的培训········································34 5 结语······················································36 谢辞························································37 参考文献····················································38