华为之困的人力资源解析（Human resources analysis of HUAWEIs dilemma）.docVIP

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华为之困的人力资源解析（Human resources analysis of HUAWEIs dilemma）.doc

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华为之困的人力资源解析（Human resources analysis of HUAWEIs dilemma）

华为之困的人力资源解析（Human resources analysis of HUAWEIs dilemma） HUAWEI, a small switch agent with a registered capital of 20 thousand yuan, developed into a banner of the national industry of billions of yuan in total assets, but now it is in trouble. In 2002, HUAWEIs sales of 22 billion 100 million yuan, compared with 2001, 2000, the double type growth momentum has disappeared; the HUAWEI layoffs index in 2002 rose to 15%, a large number of talent loss; in January 24, 2003 CISCO announced that HUAWEI infringed its intellectual property rights filed legal proceedings; in May 2003, a former HUAWEI senior staff Liu Ping HUAWEI to court, was proud of full ownership system faces a legal foundation for the development of torture, HUAWEI is also facing a crisis shake. There are indications that HUAWEI has entered the development of the winter. Some people have made a variety of reasons for HUAWEIs distress, but I want to analyze the reasons for HUAWEIs difficulties from the mistakes of HUAWEIs human resources strategy. Because many private enterprises in human resources management is still stuck in the traditional personnel management. We can analyze HUAWEIs human resources strategy to see some clues, and can learn from it. Absence of role play Henry Munzberg (Henry Mintzberg) (Management Roles) the role of management theory to management roles into 3 aspects: interpersonal relationship, information transfer and decision making, and accordingly divided into 10 roles: figurehead, leader, liaison (interpersonal aspects); the listener, communicator, speakers (information transfer hand); chaos rider, entrepreneur, resource allocation, negotiators (decision-making). These 10 roles have a high degree of correlation, regardless of what type of enterprise that layer plays a similar role. Among them, the disseminator, figurehead, negotiators, liaison and speaker role of top management is more important. HUAWEIs management has been missing when it comes to playing these roles, especially