Discussion On Personnel Training Model Of The Senior Leadership -- A Perspective Of Organizational Culture

By any objective measure, the amount of significant, often traumatic, change in organizations has grown tremendously over the past two decades. As a result, more and more organizations will be pushed to reduce costs, improve the quality of products and services, locate new opportunities for growth, and increase productivity. To date, major change efforts have helped some organizations adapt significantly to shifting conditions, have improved the competitive standing of others, and have positioned a few for a far better future. To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present.In this transitional period, the roles of organizations leaders are to urge change, create opportunities, search for development, raise employee's morale and challenge new circumstances. In order not to lag behind, we are in badly need of new leaders, not managers to lead. These leaders embody attention through vision, meaning through communication, trust through positioning and the deployment of self through positive self-regard.From the perspective of corporate culture, this article mainly explores training model of senior enterprises leaders, and the article is made up of four parts.In the first part of this article, I analyze new backgrounds in which senior leaders lead, and point out that in information and economy age, any enterprise faces acute competition, it need change so as to catch up. In the end of the part, I list out some attributes competencies leaders should develop.The second part mainly deals with training trends emerging in developed countries' enterprises trying to coach their senior leaders, and the status quo of leadership training in China.In the third part, I try to build training model of enterprise leadership in five aspects. Training object is to make the leaders become culture creator, supporter, manager and reformer. By means of on-the-job training and off-the-job training, leaders are required to train their team-building, empowerment, communication and change-leading ability. The training methods include case study, role play, sensitivity training and group-building methods.The last part makes a summary.