Report on "Managing Performance at Haier"
Report on “ Managing Performance at Haier” Essay Sample
The management regarding workers and engineers in Haier may be characterized since the management of “ a carrot and the whip. ” We may see some similarity among Haier’ s management regarding workers and Taylor’ t scientific management within the early days of capitalism within USA. Taylor’ s medical management encountered severe competitors of laborers and labor unions and thus has been not so successful. Haier’ s management has been well received by workers. Haier’ s management provides also been well received by product development engineers. It is viewed as a single of the key success factors of Haier.
Under the aged management of socialism right now there was practically no accomplishment motivation, innovative capabilities plus competitive attitudes of employees from the top to the bottom. The workers and the engineers are now given opportunities to show their motivation, innovative in addition to competitive attitudes and abilities of such kinds beneath Haier’ s management. Haier’ s management is in contrast to the old management of socialism.
Importance of “ face” (to save face or to lose face) and human relationship are usually pointed as characteristics of Chinese cultural tradition, management generally seems to encourage the 2 characteristics.
The particular results of the analysis of workers and engineers are shown with individual names. It seems that will workers, engineers or supervisors of poor results lose their faces. This practice seems to go with the Chinese cultural tradition.
The evaluation is usually determined by some guidelines. Their superiors and managers within the personnel department may not influence evaluation. Presently there is no room for discretionary evaluation by all of them. Thus, we may say that the newest management contradicts with the cultural tradition of China which emphasizes human relationship. However the particular “ 80: 20 Principle” may prove this concept wrong as the administrators were supposed to regulate, employ and train staff that could be able to maintain their trust. In some other case they would end up being facing some serious issues (not only financial). Regrettably it was only the slogan and it also did not really translate to fines, bonus deals, etc.
However not only human sources management changes contributed to the global success in the company. It was a very rapid growth regarding product diversification and advancement what led to the creation of the specialized niche markets. Furthermore Haier gradually has generated its own image of quality products more than the years. In buy to penetrate further the international markets Haier has created international technology forces, built up procurement systems, service and sales services over the world.
Typically the management practiced at Haier might be described by such keywords as money, rewards, penalties, individuals, competition, openness, quantitative approach, instantaneous assessment, competitive bidding, arithmetical assessment rules, anti nepotism. These kinds of keywords and phrases are usually compatible with the social tradition of the extended great competition and growth of commerce in Tiongkok.