中国营销传播网 频道导航
在线投稿 热销丛书

会 员 区 网站地图
首页 动态 文库 知识 资讯 社区 服务

高级搜索 热门搜索

EMKT营销文库
最新文章 最热文章
读者推荐 用户评论
全部文章 我的收藏
订阅"麦肯特观点"电子报
麦肯特培训课程

麦肯特提供优秀的营销与管理培训课程、内训与咨询:

* 领导者之剑 - 突破思维
* 情境领导 经理人之培训





专题 | 精品 | 行业 | 专栏 | 关注 | 新营销 | 战略 | 策略 | 实务 | 案例 | 品牌 | 企划 | 企业与人
中国营销传播网 > 营销策略 > 人力资源管理 > 用7S框架构建塔海尔中国(英文)

用7S框架构建塔海尔中国(英文)


中国营销传播网, 2006-04-29, 作者: 江浩, 访问人数: 2300


7 上页:第 1 页

  To reach this target, Tuthill Corp. should acquire the share of two joint ventures in the name of Tuthill China Corp.. Meanwhile, Tuthill should promote the company name “Tuthill” strongly instead of promoting the various brand names by each business unit because Tuthill can not afford to promote all these brand names in China at present stage based on the company size and business revenue. 

  3rd. Set up the new structure of Tuthill China. According to 7S theory: the central problem in structuring today… is not the one on which most organization designers spend their time-that is how to divide up the tasks. It is one of emphasis and coordination-how to make the whole thing work. All the subsidiaries of Tuthill should be operated under “ONE ROOF” in China under the name of “Tuthill China”, and Tuthill Corporation should seek for a new Tuthill China president from present managers of Tuthill subsidiaries in China or Tuthill USA or even outside company, the new Tuthill president should be a seasoned on-site leader who will make things work, all the present managers of Tuthill subsidiaries in China should report to a new Tuthill China president. The Tuthill China president should report to CEO of Ttuhill Corporation and have effective peer-to-peer communication with Tuthill’s business units leaders for related support and product development. Only through this way, the business of Tuthill in China could be coordinate all the business of Tuthill China systematically and no conflict between Tuthill Shanghai office sales team and the sales team of our joint ventures and Tuthill Beijing Suspension, it will decrease the cost by sharing service and maximize the profit. Sense and Simplicity are the key to success!

  4th. To make things really done, we need good systems. Systems means all the procedures, formal and informal, that make the organization go, day by day, year by year: capital budgeting systems, training systems, cost accounting procedure, budgeting systems. During the fierce competition environment of China, Tuthill China should be a company which is market and customer orientation, all the systems should be specially designed to reach this target. For example:

 Tuthill China should meet the needs of customer, and delight the customer by our quality system and training system,etc.;

 Tuthill China should supply cost effective products to our customers by our engineering system and production system etc.;

 Tuthill China should communicate with customer by our customer service system;

 Tuthill China should give the convenience to our customer by IT system and logistic system, quotation system;

 The performance appraisal systems should encourage our staff to give the best service to our valued customer;

  5th. Staff is also a very important source to the development of company. Considering people as a pool of resources to be nurtured, developed, guarded, and allocated is one of the many ways to turn the “staff dimension of our 7-S framework into something not only amenable to, but worthy of practical control by senior management. Blake and Mouton’s Management Grids Theory also focuses on the integrated coordination between the task and people’s needs. Tuthill should adopt the Y theory: company should promote the improvement of Human Resources system actively; company should believe in that each employee has the strong desire to be successful and wish to take more responsibilities; people has interest in work; and people will work effectively under suitable training and recognized working condition. Meanwhile, as Mayo’s research revealed: the production efficiency can be improved if the company respects the people and increases the employee’s satisfaction. 

Through the above ways, Tuthill can attract more talented people and improve the employee capabilities and utilize the resources to meet customer needs.

  6th. Increase the skill of staff. Skill enables us to capture a company’s crucial attributes. Tuthill China should have wide understanding of the requirements for doing business in China, only though localization, Tuthill China can grow from a good company to a great company. Tuthill China should have the ability to think about business at the mechanical level…how things flow within the business, the strategic level…where do we need to go, and the cultural level…make sure people are aligned around common goals and values. 

  7th. Make sure that the style of the manager in Tuthill China is lead by example and take initiative to make things better. The manager of Tuthill should be willing to participate at different levels within the organizations…from the customer site, manufacturing floor to the board room…whatever the situation demands. It is much better that Tuthill China to adopt the working style which can well balance the relationship of task, individual and team.

  However, 7S framework theory does not mention environment while environment is a very important factor to the success of company. Under the diversified and uncertain environment, we should take effective and initiative action to make things better.. 

Based on 7S theory, I am sure that Tuthill China could be a high efficiency organization if we take the above actions. 

  We welcome challenge and expect the difficulties appear. We enjoy in solving the problems because it will make us stronger!

 

Reference:

1. Introduction to Management---Keith Goodall;

2. The 7-S Framework, by Robert H.Waterman, Jr. Thomas J. Peters, and Julien R. Philips 

   江浩,生于1972年,1996年4月毕业于华东理工大学并获得硕士学位,历任德国KSB泵上海公司项目经理、西门子中国有限公司市场经理、英国斯特林流体系统(亚洲)有限公司中国区销售总监, 现为美国塔海尔集团(Tuthill Corp.)上海代表处首席代表、中国韩国区域总监。欢迎与作者探讨您的观点和看法,欢迎与作者探讨您的观点和看法,联系电话:13311838757,电子邮件:JHao@tuthill.com.cn

1 2




欢迎作者投稿,投稿即表明您已阅读并接受本站投稿协议(http://www.emkt.com.cn/article/send.shtml)
本网刊登的文章均仅代表作者个人观点,并不代表本网立场。文中的论述和观点,敬请读者注意判断。


      麦肯特提供优秀的营销与管理培训课程、内训与咨询
*情境领导:财富500强经理人必修 *领导者之剑:美国最大培训公司之一阿拉莫公司核心课程,极具价值的思维工具 *大客户销售三步曲:顶尖销售高手最佳实务技巧、技能训练和战略规划  更多>>
收藏夹
放入收藏夹
推荐
推荐给朋友
保留/打印
保留 / 打印
报告
有话告诉编辑
评论
查看/发表 评论

投票     目前已有9人投票,平均得分: 8.89。



主页关于麦肯特关于网站招聘信息广告服务联系方法

版权所有©2000-2019 深圳市麦肯特企业顾问有限公司
麦肯特®、EMKT®、情境领导® 均为深圳市麦肯特企业顾问有限公司的注册商标

未经书面明确许可,本网站所有内容禁止任何形式的复制和转载
如有任何意见或建议,欢迎与我们联系


本页更新时间: 2020-10-24 05:21:55