Training is one of the ways to improve the core competitiveness of enterprise management cadres quickly and effectively. Through the systematic training of enterprise management cadres, they can stand the test, shoulder heavy responsibilities and adapt to the needs of the objective situation, which is of great significance to the development of enterprises and the progress of management cadres themselves. First of all, the training of enterprise management cadres is one of the key functions of enterprise human resource management and development. The training of enterprise cadres is carried out according to the needs of enterprise development and its own development, and it is a kind of continuing education based on political theory, technical business and management knowledge. Secondly, the training of enterprise cadres is the need of building a learning organization. The concept of "learning organization" originated from the book "The Fifth Discipline" written by American scholar Bede Shengji in 1980s. It refers to a highly integrated, people-oriented, team-oriented and sustainable organization established by creating a learning atmosphere for the whole organization and giving full play to the creative thinking ability of its members. Its core idea is innovation and growth, that is, knowledge innovation, learning method innovation, organizational growth and employee growth. Finally, the training of enterprise cadres meets the needs of the times. In today's world, the trend of economic integration, political multipolarization, cultural pluralism, scientific and technological informationization and lifelong education is becoming more and more obvious, which has a great impact on education and talent training. Modern enterprise management requires management cadres to have the ability to scientifically judge the situation, control the market economy, deal with complex situations and take the overall situation into consideration.

Second, the status quo of enterprise management cadre training

1. The understanding of training is biased. First, due to the influence of some decadent cultures, enterprise management cadres have a strong "sensitivity", and it is this sensitivity that makes management cadres misunderstand or misunderstand the training. Some people say that the unit sent cadres to study abroad and was "dismissed": "A glass of wine relieves the rights of soldiers". In view of your contribution to the unit, I am morally embarrassed to dismiss you directly. Letting you participate in the training actually gives you a step, does not hurt your feelings, and allows you to "quit" with dignity. Secondly, some people regard training as an opportunity to relax themselves. Someone once said humorously, "Why is the on-the-job training class called a seminar?" Training is to rest in research. "Third, some people think that training is to meet and make friends. Pay too much attention to the communicative function of training and ignore the core function of training-learning.

2. The competent training department is not strong in business ability of enterprise management cadre training, and lacks research and systematic thinking on enterprise management and training of middle-level management cadres. Subjectively, middle-level management cadres have a certain deviation in their understanding of training, but objectively, the lack of research on training planning and organization and top-level design by the training authorities is the direct reason why cadre training is difficult to achieve the expected results. Usually, for various reasons, the training of enterprise cadres is generally a way to study abroad. However, colleagues who have been engaged in training for many years will have this experience. The information we get from the training course is very complicated. Training institutions in the society generally believe that enterprises are "not short of money", especially the training for state-owned enterprise cadres is mainly to "drink" their two selling points: famous teachers and places. They simply think that celebrities must be charming, and no matter what they say, everyone must listen to them, which makes the cadre training fall into the wrong path of "idolization"; Or use various famous tourist attractions to attract everyone to "relax". These two situations are particularly common. They did not systematically study the opportunities and challenges faced by middle-level management cadres in state-owned enterprises with the change of the situation, did not thoroughly study the problems encountered by cadres in actual management, and did not consider the real training needs of enterprises and the role that middle-level management cadres should play in them. This situation makes the training of enterprise cadres superficial and difficult to go deep.

3. The training evaluation and incentive mechanism is not perfect. Influenced by traditional ideas, we attach importance to the beginning and despise the result. We have seen the opening ceremony of many cadre training classes going on vigorously. At the end of the course, there is no feedback on the results, no evaluation of the training effect of the trainees, no evaluation of the lectures given by the training teachers, and no evaluation of the training planning and organization of the training institutions. Many people think that the evaluation of training effect is a formality, the training course is over, the result is irreversible, and the training evaluation is dispensable. Due to the lack of training evaluation, students learn the same as those who don't, and the training teacher speaks well but not well. Training institutions, especially social training institutions, even have "one hammer" business.

Third, how to carry out enterprise management cadre training

1. Improve the awareness of enterprise management cadres on training. This includes two aspects: on the one hand, senior leaders of enterprises should attach importance to the training of middle-level management cadres, break through the traditional mode of emphasizing use, neglecting development and neglecting training, and follow the principle of "cultivating in use and using in training". Senior leaders should support and encourage middle-level cadres to participate in training, actively create opportunities for them to contact new information in the management field, and deepen their understanding of the frontier theory of management discipline. On the other hand, middle-level management cadres should also change their ideas. Training is not a rest and relaxation, but an opportunity provided by enterprises to improve their working ability and efficiency, which should be cherished and grasped.

2. Improve the training mechanism for enterprise management cadres. In the activity of "striving for Excellence", our party put forward that one of the criteria for establishing advanced grass-roots party organizations is "good working mechanism". In a word, the establishment of a good training mechanism for management cadres in state-owned enterprises should also be: the training rules and regulations for management cadres are perfect, the management measures are in place, and the training work is smooth and orderly. Taking an engineering design enterprise as an example, the company has formulated a special "Management Measures for Cadre Learning and Training" (hereinafter referred to as the "Measures") to standardize the company's management cadre training. The Measures emphasize the importance of training management cadres, clarify the objectives and principles of cadre training, stipulate the contents that cadres need to learn and the minimum hours that must be completed every year, and also explain the assessment of training effect. When making the annual training plan, the education and training posts of this unit will also incorporate the training of management cadres into the annual key training projects, organize training courses on their own if conditions permit, and also send management cadres to participate in external training or carry out self-study activities for cadres. With the constraints of these rules and regulations and mechanisms, cadre training has entered standardization and normalization.

3. Train the competent authorities, improve their business ability, and be professional and professional. As mentioned above, the current training institutions are not what managers need and what I train, but what you learn from me. This is simply putting the cart before the horse. Modern strategic human resource management theory holds that human resource is a kind of capital, and employee training is an investment, and investment needs to pay costs while pursuing benefits. When sending management cadres to participate in training, enterprises need to pay a lot of opportunity costs in addition to training and travel expenses. Therefore, as the competent department of training, we should follow the rules and procedures of training, improve professional ability, do a good job in analyzing the current situation of cadres' ability, integrate training resources and improve the pertinence of training. In order to meet the needs of enterprise management cadres, we must be able to understand the current situation of enterprise management, analyze the problems encountered by cadres in actual management, and summarize the methods to improve cadres' ability and quality. The training of enterprise management cadres is a long-term project. With the continuous development of enterprise management, the content of management cadre training also needs constant innovation. Conditional large and medium-sized enterprises should increase investment, integrate training resources and offer cadre management training suitable for their own enterprises. At the same time, we should adapt to the new situation, solve new problems, and constantly explore new ways to train enterprise management cadres.

4. Introduce the incentive mechanism of training effect evaluation to stimulate learning enthusiasm. Introducing a scientific and efficient comprehensive evaluation system of training effect is an effective means to evaluate training quality and training effect. Through the systematic evaluation of the management cadres who participated in the training, we can reflect on all aspects of the training, calculate the "input and output" of the training, accurately locate the training institutions and trainees, constantly revise the training objectives while strengthening the training management, and improve the next training work. Establishing a comprehensive evaluation system of training effect can not only correct the training objectives, but also take the evaluation results as an important basis for cadres' personnel decision-making, establish a relatively objective comprehensive evaluation system of training effect, and provide standardized and institutionalized working methods, so as to increase the evaluation of cadres' training effect, improve cadres' attention to education and training management, ensure the efficiency and benefit of training from the system, promote cadres' learning progress and success, and promote the construction of learning-oriented enterprises.