Director of Human Resources: Mutual development of the company and employees

Author: Qin Zhihua
Publisher:
Publish Date: 2003-11-01
Features: The Human Resources Director mentioned in this book refers to the primary person in charge of the enterprise's human resource management system. Their responsibilities consist of two aspects: First, participating in corporate decision-making from the perspective of human resource management; second, promoting human resource management from the perspective of the enterprise's survival and development. Therefore, the Human Resources Director is not a department head but one of the core leadership members of the enterprise's business management, tasked with integrating human resources into the corporate operation system to support the company's development. In this process, human resource management not only constrains the achievement of corporate goals but also constrains the formation of those goals and how the enterprise determines its mission. Learning EMBA courses is essentially learning how to become a successful high-level corporate manager. Regarding the learning outcomes, there are four levels of classification. The first is common sense, the second is knowledge, the third is insight, and the last is courage. Among these, the last is the key link, representing the transformation from knowledge to insight. This transformation must be achieved through specialized methods in a very limited time, training business managers to quickly develop scientific thinking habits for corporate issues. This is the characteristic of EMBA course learning. In practical operations, this training is carried out by encouraging students to reasonably propose, analyze, and solve problems. Only in this way can attention be drawn and thinking stimulated, allowing the EMBA course to explore specific issues and find analytical and problem-solving approaches with general methodological significance. To this end, the author has conducted extensive discussions on how to collect and refine universally applicable management problems based on the practical experience of Chinese enterprises. This includes in-depth communication with numerous business managers working at the forefront of management, as well as extensive reference to relevant information and research findings in related fields, including typical cases, to keep the writing work in sync with the latest research progress domestically and internationally. On this basis, the author aims to provide a teaching material set for EMBA that is both Chinese-in-character and internationally aligned.