Model Establishment And Applied Research For Military-industrial Middle-level Management Competency

Company A is a major national military-industrial company in China. It is one of the excellent military-industrial with a history of nearly sixty years. The middle-level managers are on the position that is connecting links between the preceding and the following in the company. They are not only the executors of company decisions, but also the organizers of the operations in the departments. Therefore, the ability of the middle-level managers would influence the formation, maintenance and development of the continuous competition dominance of company A. To improve the ability of the middle-level managers, company A would establish competence characteristic model and apply the related information into the middle-level managers'selection, business management, training and development and performance management etc. Therefore, the middle-level managers could totally solve the problems arose talents selection, business management, training and development, or performance management etc.The first chapter of the thesis is to analyze the organization structure and middle-level managers of company A. Due to the lack of competence characteristic model, there are certainly problems exist in the following human resource management steps:On the aspect of career planning, the middle-level managers could not make the people and the posts match well due to the lack of the model, not properly considering the people's characteristics. Some middle managers'posts do not match their characteristics or their practical ability while some middle managers'career periods do not match their ages;On the aspect of talents selection, the lack of the model leads to the lack of reasonable assessment and clear selection standard, which leads to the improper appointment of people who do not have the competence characteristics, and will obstruct the company long term talents cultivation and development; On the aspect of training and development, the lack of the model leads to the lack of scientific gist for training requirement analysis and training system plan. The ambiguity with what kind of competence should one have to match the post leads to the ambiguity of the training objective and the discontented training result; the ambiguity of the training objective make the training plan and choice common with conventional pattern;On the aspect of performance management, the lack of the competence standard which is a very important assessment dimensionality to assess lowers the reliability of the whole performance management system and could not assess the middle-level managers'practical ability during the assessment period; meanwhile, the lack of the competence standard make the assessment executor and the assessment object just pay attention to the current performance instead of the future performance and the accomplishment of the late task instead of the long term core speciality and skills training with much significance to the development of the company, which does no benefit to the long term continuous development of the company.The second chapter of the thesis is the principle part of the establishment of company A middle managers'competence characteristic model, including four parts: classification of the current middle managers'posts, confirmation of the elements that should be contained in the middle managers'competence characteristic model, the detailed establishment of company A middle-level managers'competence characteristic model and the characteristics of the model.The first part is to collect and analyze information of the current organization structure mode, core competence, post responsibility, future developing requirement and features of aeronautical equipment manufacture industry, from which the competence characteristics are abstracted. Thereafter, classify the jobs of the existing over 700 middle-level managers. Their jobs are classified into four sorts after analysis and comparison: manufacture management, technology management, operation management and market management.The second part is to abstract the competence characteristics of each kind of job. According to the classification, we analyze and abstract the required ability of each kind of job combining with the competence characteristic theory. Choose three to five representative posts in each kind of job. The representative posts shall represent the job characteristics best, such as, vice president of Production Control Department, Manager of Military Production Department, deputy manager who is in charge of production of the Manufacture Shop and shop assistant which can be the representative posts. Thereafter, choose three paragon and three ordinary person to assess their characteristics and abstract their common characteristics. Make a comprehensive analysis on their common characteristics and the competence characteristics in part one, then we get the conclusion that the framework of the company A middle-level managers'competence characteristics model is skill, knowledge, sense of worth, character and motivation. There are totally twenty-three competence characteristic points. We use the number'1','3', and'5'to represent the three grades'common','better', and'strong'separately.The third part is to establish the four kinds of competence characteristic model by analysis to the company A middle-level managers'jobs and the visits to the representatives'activities. The forth part compares the four kinds of competence characteristic models with each other and makes a conclusion of their characteristics. The third chapter puts forward the application of the established company A middle-level managers'competence characteristic model on career planning, talents selection, training and development, performance management etc. and improve and solve the problems aroused from the above before the middle-level managers'competence characteristic model is established as mentioned in chapter one.