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|Title: ||農會股部主管培訓制度之研究 : 以核心能力與訓練需求為探討變項|
|Other Titles: ||The study on management training systems for farmer association's departments: "core competencies" and "training need" as variables|
|Authors: ||王惠珍;Wang, Huey-jen|
洪英正;Hung, Ying-cheng;文馨瑩;Wen, Hsing-yin
|Keywords: ||核心能力;訓練需求;農會股部主管;訓練制度;core competencies;Training Needs;training system|
|Issue Date: ||2010-01-10 23:03:47 (UTC+8)|
The Farmer Association has been established in Taiwan for more than one century, the customers who Farmer Association serving are more than seven millions that includes the farmers and their families. Their business scope is very wide, the Farmer Association is a very important organization indeed in Taiwan.
In 1980, the Farmer Association established a Joint Training Union Officially（NTIFO）. Although the regulations clearly defined the managers in Farmer Association must have to be well trained before taking their manager positions, there has not been a completed training system to develop the managers’ competencies. This study tries to identify the core competencies of the manager and confirm the contents and guideline of each competency in order to design some training courses to develop managers’ core competencies and training needs. The target for this study is to provide suggestions for developing training system to train managers in the Farmer Association.
Using literature review、expert panel、deeply interview and questionnaire methods，we identify six core competencies which are criteria for being promoted as a manager in the Farmer Association. The six core competencies are professionalism, communication skills, innovation, leadership, marketing and service capability, and finally information management. Through the panel and depth interview, we have identified 23 items are required for being a manager in the Farmer Association, these 23 items are about the training needs, demand side, and the principles of behavior of each competency. According to the internal survey in the Farmer Association, by analyzing 405 questionnaires, the executive chair of Farmer Association or employees have almost the same understanding as the results of panel about the major training needs for the managers.
The training system includes the training purpose, trainee arrangement, training hours, training methodology, and training examples. The training purpose is various and depend on the core competency development. The training methodology is proposed to be “Traditional” & “Program model”. The traditional training is constrained by the training time, so that the way is to through some comprehensive discussions to complete the Six core competencies development. The program model is defined to have single course to develop each core competency, the training time is designed by each different course. Without finishing the total six courses, the manager candidate can’t be awarded.The Council of Agriculture, the training institute and the Farmer Association will have to consider which way is better to enhance managers’ capability.
The result of this study reveals the Joint Training Union has to build a completed training system to offer job training for employees in the Farmer Association. Each training program has to fit the needs of the trainee significantly. The training methodology has to be flexible absolutely. An efficient and productive training must be able to enhance the trainee’ core competencies. This study does enrich the humor resource management in the Farmer Association, helps the Council of Agriculture concentrate on the importance of the manager development instead of just giving graduate certificate easily. In addition, this study provides the training organization and the Farmer Association some concepts about how to well develop the manager’s core competencies which should match organization goal change, business improvement, service offering, environment change, and future needs.
|Appears in Collections:||[全球華商經營管理數位學習碩士在職專班] 學位論文|
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