Haier's performance management system used several tools to motivate employees and evaluate performance, including colored footprints to indicate performance levels, an "80/20" rule holding some accountable for most work, and a "race track" model with rotating management roles. However, issues included potential feelings of insecurity, loss of expertise from rotations, and loss of employee retention from individual profit/loss tracking. While Haier's system drove initial success, its approaches may not sustain growth or translate well across cultures during expansion.
Haier in India - Building Presence in a Mass Market Beyond ChinaAmmar Matter
Building Presence in a Mass Market Beyond China - Hair in India
a presentation that analysis the activities done by Haier the appliance Company in its globalization strategy
Haier in India - Building Presence in a Mass Market Beyond ChinaAmmar Matter
Building Presence in a Mass Market Beyond China - Hair in India
a presentation that analysis the activities done by Haier the appliance Company in its globalization strategy
Haier open partnership ecosystem & air tech needs by Jerry Jiang CLEEN_Ltd
CLEEN's MMEA program organised an international seminar on cleaner air - Outdoor and indoor air quality together with Zhejiang University and assistant organizer Insigma group.
This is one of the presentations in the seminar.
More info in www.mmea.fi
The cleantech field is expanding rapidly and Finnish companies are committed to working for a better environment in the fields of energy efficiency, air quality and monitoring. The world-class Cleantech know-how from Finland and the cooperation with Chinese partners and the results were highlighted in the MMEA seminar. Some of the leading Finnish cleantech companies together with Finnish and Chinese research institutions were present at the event. The seminars focused on cooperation between Finland and China concerning indoor and outdoor air quality and solutions to make them better.
Haier open partnership ecosystem & air tech needs by Jerry Jiang CLEEN_Ltd
CLEEN's MMEA program organised an international seminar on cleaner air - Outdoor and indoor air quality together with Zhejiang University and assistant organizer Insigma group.
This is one of the presentations in the seminar.
More info in www.mmea.fi
The cleantech field is expanding rapidly and Finnish companies are committed to working for a better environment in the fields of energy efficiency, air quality and monitoring. The world-class Cleantech know-how from Finland and the cooperation with Chinese partners and the results were highlighted in the MMEA seminar. Some of the leading Finnish cleantech companies together with Finnish and Chinese research institutions were present at the event. The seminars focused on cooperation between Finland and China concerning indoor and outdoor air quality and solutions to make them better.
Haier: Taking a chinese company global in 2011Ilaria Fiore
Corporate strategy for HAIER business case. This presentation is based exclusively on informations and data provided in Harvard Business School's case study "Haier: Taking a chinese company global in 2011" and Wikipedia.
The presentation provides information about Haier, evaluates the situation, problems and opportunities of the company; then it describes the possible options avaiable to Haier and selects the best, according to the group's ideas.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
The second presentation in a 3 part series on Fast and Sustainable Business Growth - how to thrive, not just survive regardless of the economy.
The Course Forward is hazardous, but staying put is worse. …Applied Knowledge is Power
Access The Science of Small Business Growth to maximize your current operations.
5/17/2020 Print
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One Training in Organizations
5/17/2020 Print
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Learning Objectives
After reading this chapter, you should be able to:
Describe the components of a general open systems model.
Describe how an open systems model applies to the training unit of an organization.
List and describe the interrelationships among the �ive phases of the training process model.
Explain how the training model can be applied to organizational improvement and problem solving.
Describe the challenges/opportunities facing training.
De�ine key terms used in the training literature.
Describe the bene�its of integrating organizational development and training principles.
Describe the differences in how small and larger businesses might implement the training process
model.
5/17/2020 Print
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Case: Taking Charge at Domtar: What It Takes for a
Turnaround*
(http://content.thuzelearning.com/books/AUBUS680.16.1/sections/i8#ch01fnt02)
Domtar is the third largest producer of uncoated freesheet paper in North America. In the decade prior to
1996, Domtar had one of the worst �inancial records in the pulp and paper industry. At that time it was a
bureaucratic and hierarchical organization with no clear goals. Half of its business was in “trouble areas.”
Moreover, the company did not have the critical mass to compete with the larger names in the �ield. The balance
sheet was in bad shape, and the company did not have investment-grade status on its long-term debt.
In July of 1996, Raymond Royer was named president and chief executive of�icer (CEO). This was quite a
surprise because, although Royer had been successful at Bombardier, he had no knowledge of the pulp and
paper industry. Many believed that to be successful at Domtar, you needed to know the industry.
Royer knew that to be effective in any competitive industry, an organization needed to have a strategic
direction and speci�ic goals. He decided to focus on two goals: return on investment and customer service.
Royer told Domtar executives that to survive, they needed to participate in the consolidation of the industry and
increase its critical mass. The goal was to become a preferred supplier. The competitive strategy had to focus on
being innovative in product design, high in product quality, and unique in customer service. At the same time,
however, it had to do everything to keep costs down.
When Royer took over at Domtar, he explained to the executive team that there were three pillars to the
company: customers, s.
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Major Questions You Should Be Able to Answer16.1Control Whe.docxcroysierkathey
Major Questions You Should Be Able to Answer
16.1
Control: When Managers Monitor Performance
Major Question: Why is control such an important managerial function?
16.2
Levels & Areas of Control
Major Question: How do successful companies implement controls?
16.3
The Balanced Scorecard, Strategy Maps, & Measurement Management
Major Question: How can three techniques—balanced scorecard, strategy maps, and measurement management—help me establish standards and measure performance?
16.4
Some Financial Tools for Control
Major Question: Financial performance is important to most organizations. What are the financial tools I need to know about?
16.5
Total Quality Management
Major Question: How do top companies improve the quality of their products or services?
16.6
Managing Control Effectively
Major Question: What are the keys to successful control, and what are the barriers to control success?
16.7
Managing for Productivity
Major Question: How do managers influence productivity?
Page 511
the manager’s toolbox
Improving Productivity: Going beyond Control Techniques to Get the Best Results
How, as a manager, can you increase work productivity—get better results with what you have to work with?
In this chapter we discuss control techniques for achieving better results. What are other ways for improving productivity? Following are some suggestions:1
Establish Base Points, Set Goals, & Measure Results
To be able to tell whether your work unit is becoming more productive, you need to establish systems of measurement. You can start by establishing the base point, such as the number of customers served per day, quantity of products produced per hour, and the like. You can then set goals to establish new levels that you wish to attain, and institute systems of measurement with which to ascertain progress. Finally, you can measure the results and modify the goals or work processes as necessary.
Use New Technology
Clearly, this is a favorite way to enhance performance. With a word processor, you can produce more typed pages than you can with a typewriter. With a computerized database, you can store and manipulate information better than you can using a box of file cards. Still, computerization is not a cure-all; information technology also offers plenty of opportunities for simply wasting time.
Improve Match between Employees & Jobs
You can take steps to ensure the best fit between employees and their jobs, including improving employee selection, paying attention to training, redesigning jobs, and providing financial incentives that are tied to performance.
Encourage Employee Involvement & Innovation
Companies improve performance by funding research and development (R&D) departments. As a manager, you can encourage your employees, who are closest to the work process, to come up with suggestions for improving their own operations. And, of course, you can give workers a bigger say in doing their jobs, allow employee flextime, and reward people for learn ...
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stucknewportboardgroup
Many companies enter a stage of growth where their business is too big to be small, and too small to be big. They’re running as fast as they can and yet the old way of running the business doesn’t seem to work anymore.
Catherine Cates discusses a proven set of actionable recommendations to pinpoint where you are in No Man's Land and how to break through it.
This slideshow details:
- How to recognize if you are in No Man's Land
- The 4 M's: categories where companies get stuck
- A tool to help your company move past No Man's Land
1. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT,
AHMEDABAD.
Assignment
ON
Haier PMS
SUBMITTED TO: -
Prof. Robin Thomas Sir
SUBMITTED BY: -
Pratik K.S Negi
PGP/SS/09-11/HR
2. Case study Analysis on Haier’s PMS
About the company
Haier is the world’s 4th largest white goods manufacturer and one of China’s Top 100 IT
Companies. Haier has 240 subsidiary companies and 30 design centers, plants and
trade companies and more than 50,000 employees throughout the world. Haier
specializes in technology research, manufacture industry, trading and financial services.
Haier 2006 global revenue was RMB107.5 billion.
Guided by the business philosophy of CEO Zhang Ruimin, Haier has experienced the
development stages, noted as Brand Building, Diversification and Globalization. At the
21st anniversary of the founding of Haier Group on December 26, 2005, Haier
announced its 4th strategic development stage of global brand building. In 1993, Haier
brand was officially recognized as a famous brand. In 2006, Haier brand was valued at
RMB74.9 billion. Since 2002, Haier has consecutively been ranked first in the row of
China’s most valuable brands for manufacture of 18 products, including refrigerators, air
conditioners, washing machines, televisions, water heaters, personal computers, mobile
phones and kitchen appliances. Haier was ranked first of China’s Top 10 Global Brands
by China State Bureau of Quality and Technical Supervision (CSBTS) for refrigerators
and washing machines
Q1- synopsis about the case
Ans- the case kick starts with the description of an incident that the new CEO was very
particular about the quality measures and the standards that were missing in the
company. and from that day the company has completely transformed itself from the
ailing socialist to thriving MNC.by 2002 it has made its mark as top 5 companies in
consumer electronics. Chinese enterprise could face like bureaucracy and inefficiency,
little concern for cost or quality control or for customer needs, were transformed to a
company with global perspective. This radical shift came in the company when zhang
was appointed the CEO of the company in 1985; he turned the loss making unit to a
100 plants and companies. By 2002 the company has become Chinese pride and was
rated as the most valuable brand in its own. It dominated & explored the overseas
market.
Create the market - dominate the market (niche market)
It has also created specially designed refrigerators for the same. They has a very
differentiated list of KSF ( key success factors to bank on).they incubated various
3. management styles to 1 and performed an outclass outcomes. Haier used several
performance management and motivational tools like use of set of colored footprints
on the factory floor where red indicated excellent , green average and yellow for
below average , by help of racetrack model etc Hierarchy and interpersonal networks
were the Chinese problems with the worker that were removed by the philosophies used
by zhang. Many philosophies were introduced by zhang but still there were loopholes
due to the growing expansion and influence of local culture in other regions where these
management philosophies could pose a threat to the company.
Q 2) Issues in the case
Ans—following are the under listed issues with the case.
1. Key success factors worked for the company like diversification and product
innovation that were done may not work well with all the offshore markets.
2. Urgency was done in transforming the change as these changes were good but
backtracking and long term perspective has to be considered first.
3. No easy adoption of these policies could be digested as the system was in
place for lat 18 years.
4. Financially- the total output has increased but the gross margin and net margin
has declined.
5. More pressure was piled on the employees to do the days work in the KANBAN
manner.(OEC)
6. 80:20 rule was a clear cut indication of ( more pressure from managers to
employee and strictness and more vigilance)
7. Race track model—which could induce sense of insecurity in the organization.
8. The income claims and loss of income could hit the company with the iteration
coming into account. Plus the problem of (accumulated Deposit bank—where the
manager could also lose the income).
9. The footprint method could bring in issues as the person may feel insulted and
could end up by asking a layoff.
4. Rotational policy could only make the people work in an environment where he is
not having any expertise, but a jack of all trades. so unnecessary movement
could be avoided.
Q 3) Evaluate the performance management system of Haier?
Ans-- performance management system was more of a distributed systems in which
different type of systems were combined together to form a system which yielded
outputs for the company.
The OEC system—overall every and control and clearance
Each and every employee must complete the work on time that is scheduled for the
day. and thus making sure that the system was implemented on the floor very minutely.
The use of set of colored footprints on the factory floor where red indicated
excellent , green average and yellow for below average encouraged workers to
perform better. thus the standards of the work were increased every time and thus
evaluated on daily basis. and thus leaving the employees to select the own set of
challenges.
80:20 principle.
20% employees were held responsible for the 80% work that is being carried by the
workers. Emphasis on recognizing and rewarding creativity like if an employee
developed or improved a product, the innovation carried the employee name, and
notice of it was prominently displayed on notice board. Thus the employee or the
managers were imparted with the burden kind of stuff.
Race track model
The model was started in which the race was there to phase job-rotation policy for
management positions in which the average stay in a management position is three
years and the maximum is six months. This was started for new job openings and
PMS.and to stay on the top they had to fight. only 8 positions were made secure rest
were rotatinary. {Which could result in employee being hesitant for the position and
might induce rivalry kind off scenario) .
Chance of going up were high & chances of getting down were high
- Fear of job position
5. Tracking profit and loss of individual loss
Monthly measures for tracking performance according to the revenue and profit to the
managers, the employee were being charged for getting the inefficiency of the task
done under his governance. And thus this resulted in the either taking the incentives or
asking for compensation in the production and targets getting attained or not.
Incentives - related to the target achievement
Deposit bank kind of the system in which an employee adds to the bank as the each
part of the company was treated as MMC Miniature Company. And thus more revenue
earned and more added revenue gain in the account of the unit. Thus this philosophy
could add as an asset but the employee retention was not taken into consideration and
ethical issue could come into consideration when going into unit wise target reached.
Notice board and floor footing was used + training at company expense
to motivate the employee and thus an employee was knowing the track where he is
moving in the organization. Plus the employee was asked to leave the organization if he
falls in 10% rating and rest 10% were asked to leave the organization. Plus daily
reviewing was done & tracking employee was done regularly.
Job role’s based PMS for managers
Each manager was reviewed on the basis of the job description that he has been
assigned, plus the duties and responsibilities were clear cut defined. Managers
received a performance grade of A, B or C, meetings were done to track the same.
Publishing of the results were done and thus there was a complete transparency was
kept with the employee’s.
Haier has some limitations to its PMS in respect to its implementation in expansion and
local culture, but its PMS system planned was well executed and developed.
BY
Pratik Negi
PGP/SS/09-11/HR