American-style management and Japanese-style production |
| When the eye-opener for Chinese enterprises, faced with the dilemma of do not know to whom to learn, "neighbors" Samsung's choice is worth pondering. How in the new round of competition at home and abroad continuous innovation and change, to increase the management and operational efficiency, to really build the brand of Chinese enterprises in the world, is every Chinese entrepreneurs today encountered a serious problem. The answer must be in a new international perspective to think. October this year, an important part of as Bimba international strategy, I led the Peking University international students to South Korea for a week of company visits, had a better understanding of Korean companies an international perspective, philosophy, strategy, culture, institutional change . During the visit, we found the Samsung Group Chairman Lee Kun-hee, under the leadership of corporate change, not merely for the Samsung thinking, goal, strategic international enterprise taken a big step, the management model of Samsung is also the essence on the change. As international brands, Samsung has gone from an emphasis on internal promotion and training of cadres, encourage employees to harmony, the pursuit of stable employment, accustomed to paternalistic leadership style Japanese-style management mode transition to focus on talent, emphasizing speed, operational performance, innovative American-style management model. But at the same time, Samsung is in production mode to keep the Japanese style of production: pay attention to quality and excellence. American leadership style Samsung was a great family business, total of five fields, for a long time by the major Japanese corporations in the management of life-long employment and stable development of management thinking, leading to serious internal bureaucratic behavior, complacency, overstaffing phenomenon abound. Lee Kun-hee personal charm and cohesion, which began in 1993 within the Samsung launched a top-down organization, thinking, technologies, processes and management of change, put forward the slogan "In addition to his wife and son, what must change". He require different levels of leadership in the leadership goal to make Samsung a "superb" the organization's strategic positioning quickly within the company-wide implementation of strong, bold leadership style, emphasizing speed, innovation, innovation, learning and global perspective leadership behavior. Samsung in the 1990s before the reform in the field of human resources severely affected by the impact of lifetime employment in Japanese companies, with emphasis on stability, advocates harmony, the results of the breeding ground for internal bureaucracy and big pot phenomenon, greatly reducing the efficiency and productivity of the enterprise. Lee Kun-hee boldly reform the personnel management system of the Group within the company, emphasis on cultivation, mining, to retaining talent business philosophy, the establishment of the U.S. corporate performance management as the core of human resource management system, the implementation by a variety of corporate senior and middle talent, factors consisting of wages and benefits system. In the recruitment enterprise backbone talent, Samsung hesitate to spend a high price. Lee Kun-hee said: "an outstanding talent to make the benefit of 10 million ordinary people. Brings together 10 a level go hand power, can not beat a Go early part of the players." Samsung Electronics is a veritable "engineer cradle "with 3500 doctoral talents, 4,900 master's talents, a lot of talent Samsung universities and research institutions in the United States to spend huge sums of money to dig back. Japanese production methods Samsung has also an OEM company, with particular attention to the quantity and price of the product, while ignoring the quality of the product, technology, innovation and new ideas into the speed of the goods. In the early 1990s, Lee Kun-hee to Germany inspect the local mall filled with Japanese electronics, Samsung Electronics product was placed in the corner of the mall, low prices, no concern. Lee Kun-hee are extremely annoyed, he found the management to the United States more competitive in the production, the Japanese emphasis on quality is the magic weapon of choice of the open market. Speed in the early 1990s, Samsung began to emphasize the quality of the products, intellectual property rights, technological innovation, brand and products listed in the major countries in the world, established 16 research and development centers, 23 Research and Development Institute, high investment in R & D and design, and soon all over the world to promote new electronic products, rapid development and the establishment of Samsung's global brand image. The root of all this is that Samsung has always insisted on "lean production". Currently, Samsung Electronics is a world leader in the field of LCD display, static chip, flash storage products are. Successful change and transformation of the Samsung Group management model to the reforms that are out of the country offers a wealth of experience and inspiration. <Source: Sina> |
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