Research On The Training Of Basic - Level Civil Servants Based On Management Coach Theory

With Civil Servant Law of the People’s Republic of China constantly implemented and with the system of public enrollment optimized, more new types of talents with high comprehensive quality, active thinking and huge potentials are successively enrolled into the group of civil servants. Thus, how to extremely explore the potential of grass-roots civil servants in order to give better service for the broad masses of the people becomes the main task of the government personnel department. Newly appointed training is the most basic training process and most important part of the entire training system for civil servants.Meanwhile, as a kind of orientation training, it plays a critical role in grass-roots civil servants’ future work and development. At present, the understanding of grass-roots civil servants’ newly appointed training has not yet reached the expected level. There are still a lot of problem existing, which will directly affect the effectiveness of grass-roots civil servants’ newly appointed training.This paper centers on the theory of management coach and conducts a tentative exploration on how to improve the effectiveness of the effectiveness of grass-roots civil servants’ newly appointed training, which is divided into six parts to perform discussion.The first part mainly states the related concepts of the grass-roots civil servants’ newly appointed training and the theory of management coach. Meanwhile, the first part points out the importance of the theory of management coach in perfecting the grass-roots civil servants’ newly appointed training. The theory of management coach helps grass-roots civil servants clear career goals, adapt rapidly to the work environment, complete role reversal and self-development.The second part launches research based on four dimensions of the functions of management coach and find out the main problems existing in grass-roots civil servants’ newly appointed training. Firstly, grass-roots civil servants do not give right attitudes for the newly appointed training; secondly, grass-roots civil servants have negative emotions to newly appointed training in psychological level; thirdly, grass-roots civil servants are not clear their career development; fourthly, grass-roots civil servants do not have a normative understanding of their position. The raise of the problems above is given on the basis of survey analysis.The third part mainly analyzes the reasons of the problems existing in grass-roots civil servants’ newly appointed training from the perspective of the theory of management coach.The main reasons are: first,the newly appointed training doesn’t inspire theself-awareness of the junior civil servants;second,the newly appointed training doesn’t offer mental support to the junior civil servants;third,the newly appointed training doesn’t guide the junior civil servants in the respect of their career development;fourth,tthe newly appointed training doesn’t establish role specification for the junior civil servants.The fourth part,which is based on the complete analysis of the existing problems in the newly appointed training,puts forward specific measures with the support of the theory of management coaching.The main measures are as follows: first, enhance the self-awareness of the junior civil servants and correct their attitude to the newly appointed training;second,build a interaction platform and provide a wide range of psychological support services; and third, improve the newly appointed training system,pay much attention on the career development planning of the junior civil servants; fourth, establish a role model and strengthen the role specification awareness of the junior civil servants.The fifth part mainly introduces the newly appointed training model which is based on management training mode and designed by the coach.The model is divided into five parts,the coaching theory throughout the model, from the preparation of demand analysis of the the newly appointed training,and end with the evaluation and feedback when the training is over.