机电管理学校发展战略研究
发布时间：2019-01-10 14:06
【摘要】：随着国家不断加大对职业教育的政策和资金扶持力度,这给中等职业学校带来了前所未有的机遇与挑战。面对职业教育外部环境的快速变化,实施战略管理已成为中等职业学校进一步发展的内在需要。本文借鉴战略管理理论和方法,结合国家政策和我校所面临的实际问题,对中等职业学校的发展战略进行研究和探讨,制定出适合中职学校自身发展的竞争战略。 本文在外部环境分析中首先应用了PEST分析模型,主要分析了国家的政治与法律环境、经济环境、社会和文化环境、技术环境,找出对中等职业学校发展有利和不利的因素;在行业竞争分析中应用了波特的五力分析模型,并对主要竞争对手进行了分析,由此作出了外部因素评价矩阵(EFE)。在对学校内部的优势和劣势的分析中,对学校现有的人力资源、财力资源、物资条件,学校的运行机制,面临的问题进行了详细的剖析,作出了内部因素评价矩阵(IFE)。最后通过以上的分析,应用SWOT矩阵和战略地位与行动评价矩阵(SPACE)得出了学校的发展战略和发展目标。 根据上述分析,确定了我校的发展宗旨、任务陈述、市场定位、战略目标,和学校现在可行的备选战略。从以上分析可得出学校的发展战略目标:即我校应充分利用自身的优势办出有特色的中职学校,走扩张战略、品牌战略、差异化战略,把我校办成一个在全省具有行业特色的中等规模的职业学校。为实施制定的战略目标,学校必须采取措施,对现有的组织机构进行改革,加强专业建设、提高教学水平、完善绩效考核制度、建立一套完整、可行的战略评价方法。 本文的研究表明,中职学校的发展迎来了历史上最好的发展时机,同时也存在危机与挑战,而我校现在的职业教育发展却已经退后于同行,学校要想发展,必须抓住机会,引入战略管理,增强战略管理意识。本文出发点在理论联系实际,将所学战略管理知识应用到学校发展战略研究中去。在这方面作一些探讨和提出一些建议,将对学校的发展有非常现实的意义,同时,对同类中职学校也有一定的参考价值。
[Abstract]:With the government increasing the policy and financial support for vocational education, it brings unprecedented opportunities and challenges to secondary vocational schools. In the face of the rapid changes in the external environment of vocational education, the implementation of strategic management has become an inherent need for the further development of secondary vocational schools. This paper draws lessons from the strategic management theory and method, combines the national policy and the practical problems that our school faces, carries on the research and the discussion to the secondary vocational school's development strategy, formulates the competition strategy suitable for the secondary vocational school's own development. In the analysis of external environment, this paper first applies the PEST analysis model, mainly analyzes the national political and legal environment, economic environment, social and cultural environment, technological environment, and finds out the favorable and unfavorable factors for the development of secondary vocational schools. In this paper, Porter's five-force analysis model is applied in the industry competition analysis, and the main competitors are analyzed, and the external factor evaluation matrix (EFE). Is made. In the analysis of the advantages and disadvantages of the school, this paper makes a detailed analysis of the existing human resources, financial resources, material conditions, the operating mechanism of the school, and the problems faced by the school, and makes the internal factor evaluation matrix (IFE). Finally, by using the SWOT matrix and the strategic position and action evaluation matrix (SPACE), the development strategy and goal of the school are obtained. Based on the above analysis, the development purpose, mission statement, market positioning, strategic objectives, and feasible alternative strategies of the school are determined. From the above analysis, we can draw the development strategy goal of the school: that is, our school should make full use of its own advantages to run the special secondary vocational school, take the expansion strategy, brand strategy, differentiation strategy, To run our school into a professional characteristics of the province's middle-sized vocational school. In order to implement the strategic goal, the school must take measures to reform the existing organization, strengthen the specialty construction, improve the teaching level, perfect the performance appraisal system, and establish a set of complete and feasible strategic evaluation method. The research in this paper shows that the development of secondary vocational schools ushered in the best development opportunity in history, but there are also crises and challenges. However, the development of vocational education in our school has fallen back to the same industry. If the school wants to develop, it must seize the opportunity. Introduce strategic management and strengthen strategic management consciousness. This paper applies the knowledge of strategic management to the study of school development strategy. In this respect, some suggestions will be put forward, which will be of great practical significance to the development of the school, and at the same time, it will also have certain reference value to the similar secondary vocational schools.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2011
【分类号】：TH-39
本文编号：2406403
[Abstract]:With the government increasing the policy and financial support for vocational education, it brings unprecedented opportunities and challenges to secondary vocational schools. In the face of the rapid changes in the external environment of vocational education, the implementation of strategic management has become an inherent need for the further development of secondary vocational schools. This paper draws lessons from the strategic management theory and method, combines the national policy and the practical problems that our school faces, carries on the research and the discussion to the secondary vocational school's development strategy, formulates the competition strategy suitable for the secondary vocational school's own development. In the analysis of external environment, this paper first applies the PEST analysis model, mainly analyzes the national political and legal environment, economic environment, social and cultural environment, technological environment, and finds out the favorable and unfavorable factors for the development of secondary vocational schools. In this paper, Porter's five-force analysis model is applied in the industry competition analysis, and the main competitors are analyzed, and the external factor evaluation matrix (EFE). Is made. In the analysis of the advantages and disadvantages of the school, this paper makes a detailed analysis of the existing human resources, financial resources, material conditions, the operating mechanism of the school, and the problems faced by the school, and makes the internal factor evaluation matrix (IFE). Finally, by using the SWOT matrix and the strategic position and action evaluation matrix (SPACE), the development strategy and goal of the school are obtained. Based on the above analysis, the development purpose, mission statement, market positioning, strategic objectives, and feasible alternative strategies of the school are determined. From the above analysis, we can draw the development strategy goal of the school: that is, our school should make full use of its own advantages to run the special secondary vocational school, take the expansion strategy, brand strategy, differentiation strategy, To run our school into a professional characteristics of the province's middle-sized vocational school. In order to implement the strategic goal, the school must take measures to reform the existing organization, strengthen the specialty construction, improve the teaching level, perfect the performance appraisal system, and establish a set of complete and feasible strategic evaluation method. The research in this paper shows that the development of secondary vocational schools ushered in the best development opportunity in history, but there are also crises and challenges. However, the development of vocational education in our school has fallen back to the same industry. If the school wants to develop, it must seize the opportunity. Introduce strategic management and strengthen strategic management consciousness. This paper applies the knowledge of strategic management to the study of school development strategy. In this respect, some suggestions will be put forward, which will be of great practical significance to the development of the school, and at the same time, it will also have certain reference value to the similar secondary vocational schools.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2011
【分类号】：TH-39
【引证文献】
相关硕士学位论文 前1条
1 李晔;天元文化艺术学校发展战略研究[D];吉林大学;2012年
，本文编号：2406403
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