正林集团战略研究
摘要
本论文以家族企业正林集团的实际案例为分析背景,探讨不同的领导类型的变革对整个集团的影响。过去成功的企业,其领导者的领导类型大都是专制型领导,但现今企业面临的是多变的竞争市场,而且领导者与组织成员间的互动关系也越来越复杂。组织的领导者必须有效地整合组织内部的资源,建立良好的团队互动环境,使团队成员有归属感及向心力。团队成员间密切的合作与沟通,有助于激发团队成员的潜能,产生创新的想法和行为,使组织能够适应内、外部环境的变化。这种领导类型是一种团队型的领导。
本文首先回顾了正林集团的发展过程,接着对集团面临的形势进行内外部分析,并探讨其存在的问题及面临的危机,指出正林集团经过多次变革,造成集团组织混乱、企业文化荡存,显示出集团正处于低准备力及低资源力的困境,无法应付当前的危机状况,所以集团第二代必须进行变革。根据企业的情况,明确企业的定位,制定企业未来的目标,并以此将变革的战略方针制订出来,这是集团面临的首要问题。
本文以John P.Kotter所提出的企业领导变革八个步骤的模型为基本的理论,结合Dan S.Cohen所提出的实践企业变革的关键方法,对正林集团的实际情况进行系统的分析。按照以上理论,企业变革有三个阶段,即营造变革气氛、推动整个组织投入、执行与维持变革。正林集团运用新的领导方式在这三个阶段的发展过程中,掌握关键资源和机遇、运用科学的方法和技巧、以适当的执行速度来进行企业变革。本文探索新的领导类型的有效性,以人为出发点,有计划地、适当地运用科学方法,对集团所进行的变革、组织成员的行为及心态上的转变进行系统地分析和研究。
正林集团在的准备不足及资源不够的情况下,针对重点改革的部分,如财务,生产,研发,ERP信息系统及企业文化,进行彻底地改革,使集团创造出新的资源并建立了良好的企业文化,取得良好的效果;经过4年的努力,公司营业额从2003年的8000万人民币,净利润为1500万人民币发展到2007年的18,000万人民币,其中新产品的开发占了总营业额的30%,净利润为5,400万。在发展过程中,集团创始人退居二线,由带领变革的第二代及在变革其间所训练的变革团队接任,为集团创造另一个正林盛世。
论文的最后部分,深入探讨了此次变革得以维持的原因,以及变革与领导类型之间的密切关系,研究结论表明原有的专制型领导在全球化的时代,对企业、领导者及组织成员都是不利的,而团队型的领导不但可以激励组织成员为组织奉献,也可以提升组织成员的能力,使成员对企业更有向心力,有助于建立起良好的企业文化,提高企业的其核心竞争力。
This thesis has now Zenlin Group's family business background for the analysis of actual cases to discuss the different leadership styles of the impact of change on the whole group. Past success of the business of its leaders are mostly authoritarian leadership style, but enterprises are facing today is the changing competitive market, and the leading-order interaction between members and organizational relationships increasingly complex. Organization's leadership must be effective integration of resources within the organization in order to build a good team, interactive environment; team members have a sense of belonging and cohesion. And providing opportunities for team members by the close cooperation and communication in order to stimulate the potential team members to enable them to generate innovative ideas and behavior, enabling organizations to adapt to internal and external environmental changes. It is a team-oriented leadership style.
This paper shows the development process of being Zenlin Group to carry out internal and external analysis, and explore the problems and the crisis facing pointed out that the Zenlin Group through many changes are being failed, resulting in disorganized groups, corporate culture and swing deposit, indicating that the Group is now preparation for low-power and low-resource power predicament. Unable to cope with the current crisis conditions and therefore, the second generation of the Group must change. According to businesses in a clear corporate positioning, set the company's future goals, and thus will change the strategic approach set out.
By John P. Kotter proposed change in corporate leadership as the basic eight-step model of the theory, with Dan S. Cohen made a critical change in the practice of business methods as the basis and the actual case is Zenlin Group for the analysis of the background. There are three stages of business change required to create a climate change and promote investment throughout the organization, implementation and maintenance of change, analyzing how the Zenlin Group is a new style of leadership in three stages at this precise control over resources and opportunities, and proficiency in the use of science and techniques, and appropriate to carry out the execution speed of business change. To explore, under the new leadership style to people as the starting point, in a planned and appropriate use of scientific methods carried out under the changes, members of his organization behavior and attitude changes.
Focused on the key part of reform, such as financial, manufacturing, research and development, ERP information systems and corporate culture, is how the Zenlin Group to prepare large-and low-low-power resources under each department to improve and get good results, enable the Group to create new resources and the establishment of good corporate culture; After four years of effort, the company's turnover in 2003 of 8,000 million yuan, net profit of 1,500 million to grow to 18,000 million in 2007. Development of new products which accounted for 30% of total turnover, net profit of 5,400 million. And the founder and leader take a back seat, from the second generation of the success of leading change and the change during the training, the team took over the changes for the Group to create another positive Zenlin Group.
Final part of this paper in-depth study of this change could be the reasons for ongoing maintenance, and the close relationship between leadership style shows the old authoritarian leaders in the era of globalization, enterprises, leaders and organization members are negative, while the team type of leadership style, not only can inspire members of the Organization for the organization of dedication, you can also enhance the capacity of members of the Organization, so that more members of the centripetal force of the enterprise and establish a good corporate culture, and enable enterprises to improve their core competitiveness.
本文首先回顾了正林集团的发展过程,接着对集团面临的形势进行内外部分析,并探讨其存在的问题及面临的危机,指出正林集团经过多次变革,造成集团组织混乱、企业文化荡存,显示出集团正处于低准备力及低资源力的困境,无法应付当前的危机状况,所以集团第二代必须进行变革。根据企业的情况,明确企业的定位,制定企业未来的目标,并以此将变革的战略方针制订出来,这是集团面临的首要问题。
本文以John P.Kotter所提出的企业领导变革八个步骤的模型为基本的理论,结合Dan S.Cohen所提出的实践企业变革的关键方法,对正林集团的实际情况进行系统的分析。按照以上理论,企业变革有三个阶段,即营造变革气氛、推动整个组织投入、执行与维持变革。正林集团运用新的领导方式在这三个阶段的发展过程中,掌握关键资源和机遇、运用科学的方法和技巧、以适当的执行速度来进行企业变革。本文探索新的领导类型的有效性,以人为出发点,有计划地、适当地运用科学方法,对集团所进行的变革、组织成员的行为及心态上的转变进行系统地分析和研究。
正林集团在的准备不足及资源不够的情况下,针对重点改革的部分,如财务,生产,研发,ERP信息系统及企业文化,进行彻底地改革,使集团创造出新的资源并建立了良好的企业文化,取得良好的效果;经过4年的努力,公司营业额从2003年的8000万人民币,净利润为1500万人民币发展到2007年的18,000万人民币,其中新产品的开发占了总营业额的30%,净利润为5,400万。在发展过程中,集团创始人退居二线,由带领变革的第二代及在变革其间所训练的变革团队接任,为集团创造另一个正林盛世。
论文的最后部分,深入探讨了此次变革得以维持的原因,以及变革与领导类型之间的密切关系,研究结论表明原有的专制型领导在全球化的时代,对企业、领导者及组织成员都是不利的,而团队型的领导不但可以激励组织成员为组织奉献,也可以提升组织成员的能力,使成员对企业更有向心力,有助于建立起良好的企业文化,提高企业的其核心竞争力。
This thesis has now Zenlin Group's family business background for the analysis of actual cases to discuss the different leadership styles of the impact of change on the whole group. Past success of the business of its leaders are mostly authoritarian leadership style, but enterprises are facing today is the changing competitive market, and the leading-order interaction between members and organizational relationships increasingly complex. Organization's leadership must be effective integration of resources within the organization in order to build a good team, interactive environment; team members have a sense of belonging and cohesion. And providing opportunities for team members by the close cooperation and communication in order to stimulate the potential team members to enable them to generate innovative ideas and behavior, enabling organizations to adapt to internal and external environmental changes. It is a team-oriented leadership style.
This paper shows the development process of being Zenlin Group to carry out internal and external analysis, and explore the problems and the crisis facing pointed out that the Zenlin Group through many changes are being failed, resulting in disorganized groups, corporate culture and swing deposit, indicating that the Group is now preparation for low-power and low-resource power predicament. Unable to cope with the current crisis conditions and therefore, the second generation of the Group must change. According to businesses in a clear corporate positioning, set the company's future goals, and thus will change the strategic approach set out.
By John P. Kotter proposed change in corporate leadership as the basic eight-step model of the theory, with Dan S. Cohen made a critical change in the practice of business methods as the basis and the actual case is Zenlin Group for the analysis of the background. There are three stages of business change required to create a climate change and promote investment throughout the organization, implementation and maintenance of change, analyzing how the Zenlin Group is a new style of leadership in three stages at this precise control over resources and opportunities, and proficiency in the use of science and techniques, and appropriate to carry out the execution speed of business change. To explore, under the new leadership style to people as the starting point, in a planned and appropriate use of scientific methods carried out under the changes, members of his organization behavior and attitude changes.
Focused on the key part of reform, such as financial, manufacturing, research and development, ERP information systems and corporate culture, is how the Zenlin Group to prepare large-and low-low-power resources under each department to improve and get good results, enable the Group to create new resources and the establishment of good corporate culture; After four years of effort, the company's turnover in 2003 of 8,000 million yuan, net profit of 1,500 million to grow to 18,000 million in 2007. Development of new products which accounted for 30% of total turnover, net profit of 5,400 million. And the founder and leader take a back seat, from the second generation of the success of leading change and the change during the training, the team took over the changes for the Group to create another positive Zenlin Group.
Final part of this paper in-depth study of this change could be the reasons for ongoing maintenance, and the close relationship between leadership style shows the old authoritarian leaders in the era of globalization, enterprises, leaders and organization members are negative, while the team type of leadership style, not only can inspire members of the Organization for the organization of dedication, you can also enhance the capacity of members of the Organization, so that more members of the centripetal force of the enterprise and establish a good corporate culture, and enable enterprises to improve their core competitiveness.
引文
[1]John P Kotter,领导改革:转变为何失败,哈佛商业评论,2007.02.
[2]John Baldoni,领导,从沟通开始,大师轻松读,2003.09.
[3]杰克.詹勒＆约瑟夫.霍克曼,注定落败的领导缺陷,2009,10:
[4]Dan S.Cohen,The Heart of Change Field Guide,Boston:Harvard Business School,2005.
[5]John P Kotter,Leading Change,Boston:Harvard Business School,1996.
[6]项保华,战略管理-艺术与实务,复旦大学出版社,2007.11
[7]莫少昆,大领导力,东方出版社,2006.3.
[8]余世维,企业变革与文化,北京大学出版社,2006.3.
[9]冈本宪宏,史上最强的23个领导法则,2009.3.
[10]MBAlib,智库.百科,企业文化的概念,http//wiki.mbalib.com/wiki/企业文化
[11]曾威哲,组织变革-领导型态之探索,东海大学工业工程与经营资讯研究所硕士论文,全国博硕士论文资讯网2005.6
[12]http://etds.ncl.edu.tw/theabs/index.html
[2]John Baldoni,领导,从沟通开始,大师轻松读,2003.09.
[3]杰克.詹勒＆约瑟夫.霍克曼,注定落败的领导缺陷,2009,10:
[4]Dan S.Cohen,The Heart of Change Field Guide,Boston:Harvard Business School,2005.
[5]John P Kotter,Leading Change,Boston:Harvard Business School,1996.
[6]项保华,战略管理-艺术与实务,复旦大学出版社,2007.11
[7]莫少昆,大领导力,东方出版社,2006.3.
[8]余世维,企业变革与文化,北京大学出版社,2006.3.
[9]冈本宪宏,史上最强的23个领导法则,2009.3.
[10]MBAlib,智库.百科,企业文化的概念,http//wiki.mbalib.com/wiki/企业文化
[11]曾威哲,组织变革-领导型态之探索,东海大学工业工程与经营资讯研究所硕士论文,全国博硕士论文资讯网2005.6
[12]http://etds.ncl.edu.tw/theabs/index.html