Shenzhen famous enterprise inspection report
Shenzhen famous enterprise inspection report
According to the instructions of the company's leaders to “go out, please come in”, the management mode group visited Shenzhen famous enterprises such as Huawei, Jindi, Nanshan, Kaifeng and Vanke this week, and invited the manager of Baishida Materials Department Chen Jingzhou to visit. My company is discussing together. The unique aspects of the management of several companies in the learning process are briefly described below as a reference for company leaders.
HUAWEI Corporation
First, the organizational form
1. Adopting the British horse lion management model to establish a huge human resource development and management system and team. Each department has an independent human resources department and accepts the dual leadership of the department and the human resources management department at the higher level. The management and auxiliary personnel directly responsible for personnel work account for 12% of the total number of employees in the company.
2. Implement a matrix structure in both administrative and technical positions, and fully mobilize human resources through tasks of different natures and contents. Combine the company's internal talent market, fully and rationally allocate human resources and activate the sedimentation layer to motivate employees to work.
3. Implement important post control for subordinate companies. The head office only dispatches general managers, financial managers and personnel managers. Other employees are determined by their own subsidiaries.
Second, internal management
1. The grassroots posts are stabilized and specialized, and the middle and senior posts are regularly rotated.
2. Based on a strict and scientific management system, with strong cultural construction as the forerunner, and ultimately all the management and management activities of the company are attributed to Huawei's overall cultural level.
3. Through performance appraisal, labor attitude assessment and qualification appraisal, the appraisal is used as a means to encourage employees to have a sense of urgency and work hard in their posts.
4. The company does not implement mandatory elimination. According to the assessment results, the employees who perform poorly perform job and salary adjustments, forcing employees to move autonomously.
5. Cancel the general salary adjustment system, and adjust it at any time according to employee performance and assessment results on a monthly or quarterly basis to maximize the incentive function of wages.
6. Start the automatic salary reduction system. In the event of a downturn in the economy or a setback in business growth, the company will automatically reduce wages and avoid excessive layoffs and brain drain.
7. Emphasis on the value-added target of human capital, supplemented by the goal of financial capital appreciation.
8. The development of the talents of the subordinates and the improvement of the overall quality are important reference factors for the promotion of managers and personnel treatment.
9. Make full use of the outer brain. Huawei has hired a large number of well-known professors at home and abroad as management or business consultants to plan and design the overall development of the company.
10. In the matrix management structure, the superior may accept the leadership of the lower level, but this does not affect the authority outside the leader project.
11. Leaders must bear full responsibility for the areas in which they are responsible. In the event of a mistake in the work, the company only pursues the leader and does not involve the employee.
12. The company incorporates power, duties, opportunities, etc., like wages and bonuses, into the distribution category, and allocates them according to their performance and ability.
13, the company's major decisions from the sage is not conspicuous, the president's authority is absolute.
Gemdale Corporation
First, the organizational form
1. The final accounts, building materials supply and engineering are under the responsibility of different company leaders. The chief engineer is only responsible for the final accounts and engineering projects, thus forming a constraint mechanism.
2. The company set up an assessment team, which was attended by all company leaders.
3. Separate administrative, personnel and logistics completely.
Second, internal management
1. Effectively implement the management of the target project. The company is responsible for formulating the overall goal, and then decomposing the overall target layer into departments and individuals. In the implementation process of the plan, the assessment and inspection are strictly carried out, and the assessment results are directly linked to the employees' economic interests and job promotion, thus enhancing the authority of the assessment.
2, the pursuit of high education, high quality. 80% of employees with a college degree or above, and 20% of employees with a master's degree or above.
3. Separate management positions from technical positions. Technicians can achieve their value and get rewards through technical positions.
4. Emphasize vocational training and carry out future career design for employees, including employee re-education, job promotion direction and development prospects, and provide employees with space and opportunities suitable for their own development.
5. The company set up a team of staff rationalization recommendation review team, organized and implemented the popular management improvement activities, and immediately gave initial rewards for suggestions with greater implementation value, and finally rewarded according to the implementation effect at the end of the year.
6. Establish full-time system construction personnel, carry out unified management and standardization of the company's system construction, ensure that the company's system is systematically and systematically promoted, and attach importance to the system's propaganda, training, inspection and assessment to avoid institutional flow in form. .
7. The company advocates “business priority”. Regardless of training opportunities, promotion opportunities, and assignment of authority, the company directly considers the direct execution of the business.
8. The company establishes a workers' congress and has the final decision on the company's major decisions.
Vanke
First, the organizational form
1. The organizational structure is characterized by the professional department system of the object.
2. The headquarters of the group is positioned as a decision-making center, a management center and a planning center. Each business unit is positioned as a business management center, and each subordinate company is positioned as a profit center.
Second, the management system
1. Oppose the black box operation and commit to building a "sunlight-illuminated system". No matter what, you must get research on the desktop.
2. There are three main lines of company management: incremental management, stock management and personnel management.
3. Regarding human resources as the most important capital of the group, it attaches great importance to the appointment and removal of managers and the allocation of funds, and maintains relative centralization.
4. Committed to building a team of professional managers.
5. The combination of a stable growth mechanism and a moderate growth rate in wage management.
6. Set up a staff committee to express opinions on behalf of employees and drum up for the interests of employees. The payroll of the members of the committee is paid from a special account.
According to the instructions of the company's leaders to “go out, please come in”, the management mode group visited Shenzhen famous enterprises such as Huawei, Jindi, Nanshan, Kaifeng and Vanke this week, and invited the manager of Baishida Materials Department Chen Jingzhou to visit. My company is discussing together. The unique aspects of the management of several companies in the learning process are briefly described below as a reference for company leaders.
HUAWEI Corporation
First, the organizational form
1. Adopting the British horse lion management model to establish a huge human resource development and management system and team. Each department has an independent human resources department and accepts the dual leadership of the department and the human resources management department at the higher level. The management and auxiliary personnel directly responsible for personnel work account for 12% of the total number of employees in the company.
2. Implement a matrix structure in both administrative and technical positions, and fully mobilize human resources through tasks of different natures and contents. Combine the company's internal talent market, fully and rationally allocate human resources and activate the sedimentation layer to motivate employees to work.
3. Implement important post control for subordinate companies. The head office only dispatches general managers, financial managers and personnel managers. Other employees are determined by their own subsidiaries.
Second, internal management
1. The grassroots posts are stabilized and specialized, and the middle and senior posts are regularly rotated.
2. Based on a strict and scientific management system, with strong cultural construction as the forerunner, and ultimately all the management and management activities of the company are attributed to Huawei's overall cultural level.
3. Through performance appraisal, labor attitude assessment and qualification appraisal, the appraisal is used as a means to encourage employees to have a sense of urgency and work hard in their posts.
4. The company does not implement mandatory elimination. According to the assessment results, the employees who perform poorly perform job and salary adjustments, forcing employees to move autonomously.
5. Cancel the general salary adjustment system, and adjust it at any time according to employee performance and assessment results on a monthly or quarterly basis to maximize the incentive function of wages.
6. Start the automatic salary reduction system. In the event of a downturn in the economy or a setback in business growth, the company will automatically reduce wages and avoid excessive layoffs and brain drain.
7. Emphasis on the value-added target of human capital, supplemented by the goal of financial capital appreciation.
8. The development of the talents of the subordinates and the improvement of the overall quality are important reference factors for the promotion of managers and personnel treatment.
9. Make full use of the outer brain. Huawei has hired a large number of well-known professors at home and abroad as management or business consultants to plan and design the overall development of the company.
10. In the matrix management structure, the superior may accept the leadership of the lower level, but this does not affect the authority outside the leader project.
11. Leaders must bear full responsibility for the areas in which they are responsible. In the event of a mistake in the work, the company only pursues the leader and does not involve the employee.
12. The company incorporates power, duties, opportunities, etc., like wages and bonuses, into the distribution category, and allocates them according to their performance and ability.
13, the company's major decisions from the sage is not conspicuous, the president's authority is absolute.
Gemdale Corporation
First, the organizational form
1. The final accounts, building materials supply and engineering are under the responsibility of different company leaders. The chief engineer is only responsible for the final accounts and engineering projects, thus forming a constraint mechanism.
2. The company set up an assessment team, which was attended by all company leaders.
3. Separate administrative, personnel and logistics completely.
Second, internal management
1. Effectively implement the management of the target project. The company is responsible for formulating the overall goal, and then decomposing the overall target layer into departments and individuals. In the implementation process of the plan, the assessment and inspection are strictly carried out, and the assessment results are directly linked to the employees' economic interests and job promotion, thus enhancing the authority of the assessment.
2, the pursuit of high education, high quality. 80% of employees with a college degree or above, and 20% of employees with a master's degree or above.
3. Separate management positions from technical positions. Technicians can achieve their value and get rewards through technical positions.
4. Emphasize vocational training and carry out future career design for employees, including employee re-education, job promotion direction and development prospects, and provide employees with space and opportunities suitable for their own development.
5. The company set up a team of staff rationalization recommendation review team, organized and implemented the popular management improvement activities, and immediately gave initial rewards for suggestions with greater implementation value, and finally rewarded according to the implementation effect at the end of the year.
6. Establish full-time system construction personnel, carry out unified management and standardization of the company's system construction, ensure that the company's system is systematically and systematically promoted, and attach importance to the system's propaganda, training, inspection and assessment to avoid institutional flow in form. .
7. The company advocates “business priority”. Regardless of training opportunities, promotion opportunities, and assignment of authority, the company directly considers the direct execution of the business.
8. The company establishes a workers' congress and has the final decision on the company's major decisions.
Vanke
First, the organizational form
1. The organizational structure is characterized by the professional department system of the object.
2. The headquarters of the group is positioned as a decision-making center, a management center and a planning center. Each business unit is positioned as a business management center, and each subordinate company is positioned as a profit center.
Second, the management system
1. Oppose the black box operation and commit to building a "sunlight-illuminated system". No matter what, you must get research on the desktop.
2. There are three main lines of company management: incremental management, stock management and personnel management.
3. Regarding human resources as the most important capital of the group, it attaches great importance to the appointment and removal of managers and the allocation of funds, and maintains relative centralization.
4. Committed to building a team of professional managers.
5. The combination of a stable growth mechanism and a moderate growth rate in wage management.
6. Set up a staff committee to express opinions on behalf of employees and drum up for the interests of employees. The payroll of the members of the committee is paid from a special account.
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