| dc.contributor.advisor | 邱奕嘉 | zh_TW |
| dc.contributor.author (Authors) | 梁玉媚 | zh_TW |
| dc.contributor.author (Authors) | Liang, Yu-Mey | en_US |
| dc.creator (作者) | 梁玉媚 | zh_TW |
| dc.creator (作者) | Liang, Yu-Mey | en_US |
| dc.date (日期) | 2018 | en_US |
| dc.date.accessioned | 23-Jan-2019 14:32:52 (UTC+8) | - |
| dc.date.available | 23-Jan-2019 14:32:52 (UTC+8) | - |
| dc.date.issued (上傳時間) | 23-Jan-2019 14:32:52 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0106932101 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/122127 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 106932101 | zh_TW |
| dc.description.abstract (摘要) | 1家門市時，主管同仁，身兼多職、總部與門市的資訊對等，有問題時溝通容易、調整迅速。連鎖便利商店的價值就是當有5000家門市也都像第1家時，落實政策、經營有效率。過去連鎖便利商店採取的是「卡式管理」，也就標準化、規格化的作業與管理，規畫一致性商品流程，以達到服務品質一致性。 也因為是標準化的作業程序與經營管理模式，才能快速成功的複製至全省門市。 但當組織龐大，在前線滿足顧客的門市，因總部提供的作業流程繁雜，造成效率低、無法維持連鎖商店水準….。這些都是來自於支援前線、源頭規劃的總部所規劃的結果，總部總是無法體會前線遇到的問題以及需求。本研究欲探討「體驗式學習」的培訓活動及機制導入連鎖便利商店的建置過程、模式。同時，分析連鎖便利商店導入體驗式學習後，對於企業產生的效益。並進一步歸納導入體驗式學習的建議。關鍵詞：體驗式學習、現場主義、引導師 | zh_TW |
| dc.description.abstract (摘要) | When there is only one store, the information of the headquarters and the store is the same. When there is a problem, the communication is easy and the adjustment is rapid The value of the chain convenience store is that when there are 5,000 stores that are also like the first one, the implementation of policies and management efficiency. In the past, the chain convenience store adopted “standardized management”, which is a standardized operating procedure and business management model, which can be quickly and successfully copied to all stores. However, when the organization is huge and the operations provided by the headquarters are complicated, the operation of the store is inefficient and cannot meet the needs of consumers, and therefore cannot maintain the level of chain stores. These are because the headquarters can not understand the problems and needs of the front line, so the planned process is not what the store needs. Stores issues are the result of headquarters planning. This study will explore the process and model of the introduction of “experiential learning” into a chain of convenience stores.And will analyze the benefits after introducing experiential learning. And further summarize the recommendations for introducing experiential learning. | en_US |
| dc.description.tableofcontents | 第一章 緒論 7第一節 研究背景與動機 7第二節 研究目的 13第二章 個案公司簡介 15第一節 台灣的連鎖便利商店的產業發展 15第二節 個案公司介紹 16第三章 個案分析 22第一節 現況分析 22第二節 體驗式學習專案導入 24第三節 付諸執行 29第四節 效益驗證 36第四章 結論與建議 39第一節 結論 39第二節 建議 42參考文獻 44 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0106932101 | en_US |
| dc.subject (關鍵詞) | 體驗式學習 | zh_TW |
| dc.subject (關鍵詞) | 現場主義 | zh_TW |
| dc.subject (關鍵詞) | 引導師 | zh_TW |
| dc.subject (關鍵詞) | Experiential learning | en_US |
| dc.subject (關鍵詞) | Sceneism | en_US |
| dc.subject (關鍵詞) | Facilitator | en_US |
| dc.title (題名) | 連鎖便利商店導入體驗式學習之個案分析 | zh_TW |
| dc.title (題名) | A Case Study on Experiential Learning of Chain Convenience Store | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 經濟部統計處資商業經濟統計簡訊, 2018/04/03, 便利商店營業額屢創新高https://www.moea.gov.tw/Mns/dos/bulletin/Bulletin.aspx?kind=9&html=1&menu_id=18808&bull_id=5108 Cara, 2015/07/31, 台灣超商龍頭爭霸戰：全家、7-11、萊爾富, https://journal.eyeprophet.com/%E8%B6%85%E5%95%86%E9%BE%8D%E9%A0%AD%E7%88%AD%E9%9C%B8%E6%88%B0/ 林益發, 1998/10/22, 便利商店第一巨人，快速複製成功經營_徐重仁卡式管理7-ELEVEn, 商業周刊570期 稻盛哲學_稻盛和夫官方網站http://www.kyocera.com.cn/inamori/philosophy/philosophy28.html 經理人月刊, 2019/1/13, 走出辦公室，感受經營現場 Kolb, D.A. 1984/01, Experiential Learning: Experience As The Source Of Learning And Development 統一超商, 2017年公司年報, 2018/3/15, https://www.ir-cloud.com/taiwan/2912/annual/2017/CH/PCSC%202017%20Annaul%20Report_nujd4Fny3BD2.pdf Undercover Boss, https://www.youtube.com/watch?v=wEFkS9FDxmY | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/THE.NCCU.EMBA.010.2019.F08 | en_US |
