What is an enterprise running a school?

running a school by enterprises is different from school education, showing some new characteristics. (1) Education and training are closely integrated with the company's business strategy. The company's running a school is not for education's sake, but its ultimate goal is to enable trainees to successfully fulfill their responsibilities as business people, and to make practical people more useful and useful. Therefore, the company's school-running is mainly based on the reality and development needs of enterprises to set up majors, offer courses, determine models and arrange time, which is closely combined with the business and development strategy of enterprises and is also very practical. Changhong always follows the principle of "production-oriented, teaching according to needs, combining learning with application, and paying attention to practical results" in the development of talents' intelligence, and adheres to the principle of what to learn and what to train, which can quite reflect the basic characteristics of "applying what you have learned" in running a school.

It is Formosa Plastics' basic practice to take enterprise management practice as the basic teaching material for education and training. They believe that the rise and fall of enterprises depends on talents, and talents depend on self-cultivation. Wang Yongqing said: "The cultivation of talents is the most important", "It is undoubtedly the greatest waste not to cultivate talents". He regards employees as the assets of the company, and thinks that only by training and laying a solid talent foundation can he have strong development strength in production and operation. For the self-education and self-use of talents, Wang Yongqing actively implemented the education plan, and in 1963, he invested and founded a private Mingzhi Industrial College to train all kinds of talents who have applied what they have learned. Formosa Plastics holds employee education and training, mainly based on enterprise management practice, instilling the necessary knowledge and skills in enterprise management practice and work, and cultivating employees' practical work ability. The teaching materials of Formosa Plastics Training are compiled by lecturers themselves, focusing on the application, practical work and case study of Formosa Plastics Management System, so as to achieve the purpose of applying what they have learned. It is Motorola's practice to take business projects as the theme of training. Motorola University has excellently combined education and training with the company's business projects. For example, the company set a goal of shortening the product development cycle, and Motorola University designed a course on how to solve this problem, started learning, and worked out a feasible answer from the combination of theory and practice for practice. Many problems taught and discussed in the classroom of Motorola University come from the company's production and operation practice. Teachers use vivid teaching methods to discuss and study, get correct answers, and guide students to "operate on the spot". Every employee has a lot of extra operations besides 4 hours of formal training every year. Motorola is the first company in the United States to implement the "on-site operation" training method. They let the trainees receive some specific operation training every time until they can use the new equipment well and establish a good relationship with customers. The vice president in charge of education and training of a large American company said that Motorola did better than any other company in terms of the close relationship between education and the company's business strategy. It is the characteristic of IBM to train IBM managers with IBM management experience. The characteristics of IBM's education and training are: first, the implementation of all-staff training and lifelong education. Whether it is current employees, retired employees or even people who have left the company, they also serve as education targets, and strive to cultivate every employee into a qualified IBM person. The second is to instill the company's policy into people's hearts, penetrate into the blood of employees, and influence and transform the personality and temperament of employees. No matter where they go, they are worthy of being IBM people and are very capable in all aspects. The third is to provide corresponding training for ordinary employees, managers at all levels and foreigners. Grass-roots managers should receive 8 hours of classroom training in the first year of their new posts, including the company's history, beliefs, policies, habits and practices, as well as basic management skills such as encouraging, praising and advising employees. Department managers receive training in effective communication, personnel management, business thinking and strategic planning in the middle management school specially set up by the company; For experienced middle and senior managers, the company arranges to study social and economic courses, or Harvard senior manager courses, or relevant courses of universities such as Massachusetts Institute of Technology; The headquarters also convenes the heads of IBM departments in various countries from time to time for international education and further study. The company also encourages employees to study on their own after school. The company pays 75% of the tuition fees for employees who study IBM-related technology, operation and design essentials in various schools in China, and also pays salaries for the learners. Therefore, workers have sought various opportunities to learn in order to improve their self-cultivation. It is precisely because of further education that the quality of IBM employees has been improved, thus making IBM's career more developed. Hewlett-Packard put employee education in an important position, established HP Business School, and later established HP IT Management College in China as a talent training base. The training targets of HP Business School are mainly partners-large and medium-sized enterprises and fast-growing small enterprises. These partners leave all the training management in the enterprise to HP until they all adopt HP's management ideas and corporate culture. HP's courses all come from HP's own examples. Although there are some imperfections in theory, the real-life actual combat experience itself is convincing. The education and training of Hewlett-Packard Business School has both theory and practice, which is vivid, vivid and operable. What you have learned, what you have applied, and what you have learned can be applied. The IT Management College sets up courses and conducts training according to the different needs of front-line operators and senior managers. Training is divided into two categories: IT management training for middle and senior leaders of IT departments, and courses include IT project management, service management, customer relationship management and supply chain management. IT technology courses are mainly for IT technicians, including more than 4 courses such as software development. HP IT Management College is characterized by high quality, specialization and distinctive HP characteristics. Hewlett-Packard Company's lofty goal is to "create a world of science and technology that anyone can control", rather than just pursuing the scale and number of development. Hewlett-Packard's greatest mission is to cultivate world-class leaders who adapt to the WTO era and cultivate localized leaders. They choose the most promising young managers in the company and train them in leadership, knowledge and vision based on international standards, so that the enterprise can better and faster integrate with the international community. McDonald's regards mass fast food as a culture and a science, and pays attention to both personnel training and production and management research. It combines research, training and improvement of production and management, laying a solid foundation and creating conditions for its development. Hamburg University was set up in early 1961, and by 1983, it had become a modern university with a certain scale, training needed talents for its own enterprises. The courses offered by Hamburg University range from productivity research to machine maintenance. Full-time coaches spread the principles of "quality, service, cleanliness and value" to students; Teach how to choose potatoes and how to configure the ingredients of hamburger patties; How to use, dismantle and reassemble the machinery and equipment invented by McDonald's. The course of Beef Pie University has been recognized by the United States Department of Education and can be awarded a bachelor's degree in Beef Pie. McDonald's invested heavily to set up a research and development laboratory and concentrated a large number of experts to conduct production research and experiments. The research results are incorporated into the teaching plan, taught to students by experts, and applied to practice. McDonald's Company has stepped out of a way of combining scientific research with education and training, processing and production, and marketing services, which has promoted the operation and development of the enterprise.