从“刚性管理”到“柔性管理”(国外英语资料).docVIP

从“刚性管理”到“柔性管理”(国外英语资料) Why do some enterprises increase wages for new generation employees, but have little effect? Because “ prescription ” wrong. How can we deal with it accurately? Need to hit “ combination punches ”! The comprehensive application of various methods to cure the patient. A global 500 company case illustrates this point. Enterprises original appearance: militarization management mode The company is the worlds top 500 enterprises, electronics and communications manufacturing industry, the product all exports, in mainland China has a large workforce, of which more than 80% of the new generation of employees. The company has a turnover rate of over 60%, and there have been extreme incidents among young employees. Competition model The enterprise is a typical foundry enterprise, taking the lowest cost competitive strategy, therefore, the cost has harsh requirements, all these pressures will undoubtedly be transferred to employees. This kind of competition model, determines the height of the labor division of work fine, relatively dry, fast paced, high strength, long time (two classes), interesting difference, workers have the opportunity to communicate with each other at work, interpersonal emotional communication is basically blank. management model The enterprise pursues military management, strict organizational structure, strict hierarchy, and emphasizes organizational authority and leadership authority. Basically, the must obey, to one-way management, staff mean what one says, it is difficult to have the opportunity to express their opinions and ideas. In addition, the enterprise system is tight, staff work and life are included in the management system, very strict supervision. The management methods of middle and primary level cadres are dominated by punishment, escrow and scolding management, which are prevalent in simple, brutal and high-pressure management. It is difficult for employees at the grass-roots level to have an opportunity to appe