Say change from Haier downsizing

Say change from Haier downsizing

--Draft of China grinding magazine

Zhang Guoxiang

2014January 1, July 31

Zhang Ruimin's speech in June 14 said that Haier had gone out to middlemen and had gone to the insulation wall. The insulation wall was a middle-level manager. The middle layer of an enterprise is a group of roast geese. They have no nerves and will not reflect the market conditions. So last year, Haier removed 16 thousand people and 18% people. This year, we expect to remove another 10 thousand people, mainly the middle layer. After some businesses become intelligent, there is no need for so many people. Later, in a speech in June 27, Zhang Ruimin quoted a metaphor: "breaking eggs from the outside must be people's food, and breaking them from the inside must be a new life ", it is a response to recent discussions about the layoff of Haier's tens of thousands of people. Zhang Ruimin said: "This challenge is very dangerous. It can be self-defeating or reversed ." So what does change mean for enterprises?

 

Haier was one of the first enterprises to implement process reengineering in China at the end of the last century. In addition, since 2008, Haier once again promoted the optimization and management of enterprise processes, it is believed that Haier, which has undergone many management innovations and process optimization, should be able to withstand the challenges of this change. If the change fails, it is necessary to review the completeness of its process management.

For an enterprise that implements complete process management, the management level of the enterprise can be greatly reduced after the employee develops the work habit of "using process thinking, making the process speak, and working according to the process. For an enterprise that implements process management, its employees follow the rules, standards, and procedures, rather than the superiors. Managers must solve the problems only when there are no standards that can be followed in the event of new situations or problems, of course, you can also rely on the staff group to work together. After the routine work of an enterprise is streamlined, the exceptional services of the Enterprise will be greatly reduced, and the daily work of managers who rely on issuing orders and supervising subordinate work in traditional management will also be greatly reduced. Obviously, the reduction of management personnel is taken for granted.

In the Internet age, the popularization of information technology and the storage and Inheritance of knowledge and experience can all be achieved or solved by information technology. As the knowledge level of employees increases, self-management becomes a trend, and the Function Conversion of managers becomes a logical unit. Managers are responsible for establishing systems, standards, and Processes, cultivating subordinates, and handling exceptions. In the past, there was no need for a mechanism to transmit and request requests from layer to layer. Therefore, it is feasible for Haier to cut middle-level managers.

Without process optimization, it is risky to rashly improve management or substantially reduce management personnel. Its risks are manifested in the following aspects:

1. If there is no classified decision-making management, the principle for employees to do things or solve problems is to "follow the superiors ". Employees who are used to rely on superior command and supervision will be unable to request or report to their superiors at any time and place, and they will be responsible for everything. There is a saying in China that "if you have no master for a day, you can't end up with fear." It is said that you are willing to listen to others and become a habit person. Enterprises that have never implemented classified decision-making management suddenly change to self-managed employees. The risk is tantamount to suicide.

2. If the middle layer is suddenly removed without the habit of operating according to regulations, standards, and procedures, and the grass-roots employees lack self-management experience, enterprises will be in chaos.

3. If a company does not implement process management, it suddenly removes a large number of middle-level management personnel, which also makes it difficult for the people in the past to contact relevant organizations for work and business communication. They do not know who to contact for further cooperation, who to contact for follow-up work, and enterprise employees do not know who to take over all the affairs of their superiors when dealing with the outside. When internal and external communication is blocked, the daily management of enterprises will inevitably fall into chaos and even worrying development.

4. If a middle-level manager is removed, the former work will be transferred to another employee for handling. In this case, a new middle-level manager will be generated. If this is the case, it is equal to "changing the soup without changing the dressing", which may be worse than not changing people. Because "In fact, the middle-level managers" cannot quickly implement role conversion, and the company has not made any adjustments to his position, while doing both employee work and manager work, it may affect the performance of both sides of the work, because he does not have enough management experience, and the addition of "bad name" will also cause great resistance to his management.

Relying on process and standard replication, independent management by employees, and system operation have become the mainstream of contemporary enterprise management. If Haier's management innovations and management improvements over the years have reached this level, haier's new round of change-a substantial reduction in middle-level management personnel should be said to be a matter of course. Without a sound self-improvement, self-management, and self-running management system, any enterprise's unauthorized change to the existing management method is at a high risk. Zhang Ruimin's words: "This challenge is very dangerous. You can subscribe to it yourself, or you may turn it upside down." It's not an alarmist!

Reform is the eternal theme of enterprise development. It is either better or worse. Keeping the status quo is not a change. If a modern enterprise is not reborn in a revolution, it will die in it. Therefore, reform is an unavoidable topic for enterprises. In what ways do enterprises need to think about changes? When will it change? What is the purpose of change? What are the risks of change? What are the measures for change? Can enterprises control the risks of change? When all this is well thought out, it is the start of the revolution.

All the excellent enterprises in the world are developing and expanding in the process of transformation, as is Haier. Haier should change, and Haier's success should be expected. Other Chinese enterprises should carry out planned and organized changes, regardless of their scale and operation nature. They should constantly formulate enterprise transformation strategies and measures based on market environment changes and enterprise development stages, and take the initiative to make changes, instead of waiting.

Reform is also an innovation and cannot be copied. Cutting the middle layer and flattening the organization is not just a topic today, but an important change that has started more than thirty years ago. Outstanding enterprises in the world are pioneers, and outstanding enterprises in China are also beneficiaries. Haier's middle layer should have been cut for a long time. Now, it can only be said that it is not too late ".

This article is from the "corporate Process Optimization Design Expert-..." blog, please be sure to keep this source http://zhangguoxiang.blog.51cto.com/1943431/1552475

Say change from Haier downsizing