管理学案例——富士康事件的前前后后.ppt

Case study,Company Logo,目录,Company Logo,目录,Company Logo,What is Foxconn？,The Foxconn Technology Group is a multinational business group anchored by the Hong Hai Precision Industry Co., Ltd. , a Taiwan-registered corporation headquartered in Tucheng, Taiwan. Foxconn is the worlds largest maker of electronic components including printed circuit boards. Since the 13 consecutive jumps in 2010, Foxconn has become the issue of HR management discussion.,Company Logo,Reminiscence of 13 consecutive jumps,Company Logo,目录,Company Logo,目录,Company Logo,why suicided,Directive,over emphasize on execution,over intensity on manufacturing,Main issue,Company Logo,Foxconn=“赴死康”,think,富士康一直否认血汗工厂的传闻，对外公布员工自杀是因为个人、感情原因，否认员工自杀跟工厂管理有关。然而通过解析富士康事件，这一说法是难以自圆其说的。从目前获悉的情况看，员工自杀的直接原因虽不是企业的责任，但富士康公司在价值理念、企业文化、管理制度等方面存在缺陷。,management problem,or,weak mentality,Company Logo,Management：military and Taylors classic theory,Company Logo,(一)Strict Hierarchy System-Emphasize on the obedience to the organization,The formula of hierarchy system：the operational strategy of ”three high and one low” + Huge-crowd Strategy+ military management=low cost with high efficiency= Giants of OEM,Guo Taiming once said democracy is the most inefficient way. He holds the belief that,spend the time on democratic communication,Extremely strict hierarchy system, emphasizing on the discipline and entire obedience,Company Logo,Pros and cons of Hierarchy System,Pro,cons,clear power relations,Clear accountability, detailed division of labor, standardized operation,High consistency of management goals,Great implementation,over depend on the will and ability of supervisors.,stuff tend to feel isolated and heavy stress, leading to indifference,not enough time for higher supervisors to keep track on the lower management,insufficient communication,Lower-level employees lack enough discourse power,Company Logo,（二）Taylors Systemstandardized and regularized operation=Higher Efficiency,Time,Output indicators,Two shifts turns,calculate the time of each process by second and arrange the employees working valumes,Standardized management,Pyramid shape,HR organization,Company Logo,this is where Foxconn is,Company Logo,Summary of Cause analysis,1.Dishumanistic management of Foxconn, boss-centered 2.Strong corporate culture and weak human care 3.OEM production model should be updated 4. limited communication channels 5. deficient laws and regulations and weak support from the government 6. labor union in China didnt t work enough and employees weak consciousness of defending for rights,Company Logo,目录,Company Logo,For government,adjust enterprises rule to meet the needs of development protect the proper right of vulnerable group,Company Logo,For enterprise,1. leadership: (1)apply to the democratic style and the subordinate-center style instead of the martial management style; (2)satisfy them beyond the basis needs by participative management, rewards and punishment, MBO and by job rotation, job enlargement, job enrichment and job redesign 2. provide a relaxing working and living environment (e.g. establish a hobby group so as to have better relationship with each other); adjust to the mode of producing (transfer the assembly line to round -desk production) 3. reform the wage and income distribution system .,Company Logo,4. provide employees with fringe benefits, bonus as well as stocks to make them have belongings to the company on the basis of their performance 5. develop the power of labour union and delegate them some authority 6.show respect to employees and phychotherapy available