1月 5, 2019

英国论文Reference格式:美的案例分析

英国论文Reference格式:美的案例分析

美的是中国第二大家电企业。他们的总部设在顺德。顺德是一个与香港接壤的城市。美的生产的产品从吸尘器到小型热水器应有尽有。这个公司是一个大型的矩阵组织。每个业务团队都有一个负责人负责损益表。他们需要有建立销售队伍的权力。他们需要让供应商和零售商排队。公司试图在内部维护所有的流程,产品的生产或制造主要是在制造单元内完成的。该公司集中采用分散化和平面结构的概念。公司很少有直接的记者(Johnson, Scholes和Whittington, 2008)。

英国论文Reference格式:美的案例分析

其他中国公司一样,该公司也以控制运营而闻名。高层管理人员控制事件(Bridges and Bridges, 2017)。还有更少的分散化方法。培训员工,不断提供市场筛选和更新的业务线。

公司拥有高权力距离指标,并有一个持续的奖励计划,这取决于公司的集体主义培训范围。重点是优化和成本。中国公司指定两名经理分别负责具体的生产活动。在这家公司,人们更倾向于直接管理而不是合作管理结构(Johnson, Scholes and Whittington, 2008)。由于劳动力池的可用性相当高,它们只有最低限度的工人保留政策。因此,公司向员工下达指令,从而促进了变革。

英国论文Reference格式:美的案例分析

Midea is China’s second-largest company that specializes in home appliances. They are based in Shunde. Shunde is a city that is across the border from Hong Kong. Midea is found to manufactures product from vacuum cleaners to small water heaters. The company is a large matrix organization. Each business team has a leader that is responsible for the P&L. They need to have the authority to build the sales force. They need to line up the suppliers and the retailers. The company tries to maintain all the process in-house and the production or manufacturing of the products is largely done within the manufacturing unit. The company takes the notions of decentralization and flat structures intensively. The company has few number of direct reporters (Johnson, Scholes and Whittington, 2008).

英国论文Reference格式:美的案例分析

The company is known like other Chinese companies to have control over the operations. The management at the top controls the event (Bridges and Bridges, 2017). There is lesser decentralization approach. The people are trained and continually provided with market sift and newer business lines.
The company has a high-power distance index and there is a continual rewards program that is dependent on the collectivistic training scope of the company. There is the focus on optimization and costs. Chinese companies appoint two managers each is responsible for the specific production activities. In this company, there is preference given to direct management rather than cooperative management structures (Johnson, Scholes and Whittington, 2008). They have minimal worker retention policies as the availability of the labour pool is quite high. Owing to this, the companies instruct mandates to the employees and the change is facilitated.

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