Beatrice Company is a large United States company, headquartered in Chicago, with 450 subsidiaries and more than 9,000 kinds of business.

Enterprises that produce traditional handicrafts in a certain place have gradually developed and grown up with China's open policy. In recent ten years, the average growth of sales and exports has exceeded 15%. The number of employees has also increased from less than 200 to more than 2,000. Enterprises still adopt similar linear organizational structure in the past. Director Wang, the head of the enterprise, is in charge of both sales and production, and is an all-round manager. Recently, something happened in the enterprise, which made the factory director Wang at a loss. First, production is basically made to order, and the factory director basically conveys production instructions. When the delivery is tight, it is often the factory director who takes the lead and burns the midnight oil with the employees. Although the goods were delivered on time, the quality was not up to standard and the products were returned for claim; Second: In the past, the number of people recruited by enterprises was small, and factory director Wang had the final say. At present, nearly 50 college students are recruited every year, which also involves the training of personnel. The previous practice didn't work. Third, in the past, factory director Wang always temporarily arrested people to do logistics and other work. There is too much work in this field now, so we can't do it for the time being. All these things, the effective management methods in the past have lost their functions.

Question: Please explain the problems existing in the enterprise from the perspective of organizational work and put forward measures and suggestions. Key points: (1) From the information given in the case, it is obvious that the enterprise adopts a linear organizational structure. The advantage of this organizational structure is that the structure is relatively simple, and everyone knows who to report to and who will report to him. Clear responsibilities and authority. Everyone has one and only one direct supervisor, so it may be easier and faster to make decisions. Disadvantages: However, in the case of a large organization, the business is complicated and it is difficult for one person to undertake all the management functions. (2) Obviously, when the enterprise grows to more than 2,000 people, the linear organizational structure restricts the normal development of the enterprise. Just like the dilemma faced by Director Wang in the case, it is no longer effective and efficient to let one person take charge of everything. (3) Enterprises need to adopt an organizational structure suitable for enterprise development, such as a linear employee organizational structure with specialized division of labor, and consider setting up a production planning department, a human resources department and a logistics department. In this way, we can give full play to the advantages of the line-staff organization structure, that is, line managers at all levels have corresponding functional organizations and personnel as staff and assistants, so they can effectively manage departments to adapt to the complex and meticulous characteristics of modern management, and each department is under the unified command of line personnel, which meets the requirements of unified command and strict responsibility system for modern organizational activities.

Case: With China's entry into WTO, enterprises are facing new opportunities and challenges. In order to adapt to the competition from home and abroad and the long-term healthy development of enterprises, large state-owned enterprises realize that they must change their concepts, speed up the pace of establishing a modern enterprise system, and at the same time, they need to practice hard and improve their management level. And training is the forerunner. In the past, enterprises did a lot of training, but basically they hired a few well-known experts temporarily and took the training mode of full-time participation in large classes, which was ignored in the training process. After the training, some people feel useful at work, others feel useless and have not learned what they want to learn; Some people also report that the training method is too simple and has not been combined with the actual work.

Question: If you are the deputy general manager in charge of human resources management, how should you manage the company's training?

Key points: (1) Although enterprises realize the importance of training as a guide. However, as the case shows, there are still many problems in training, such as monotonous training content and methods, insufficient training process control and training effect evaluation. In order to ensure the effectiveness of training, we should consider the following aspects. (2) In view of the problems existing in the case, the following measures should be taken: First, manage the training work well; Secondly, we should ensure the diversity of training content. The training content should include political and ideological education, professional knowledge and management; Third, adopt various training methods, including systematic theoretical training, job rotation and visits. (3) In short, in the process of training, the following problems should generally be solved: training should be combined with enterprise goals; Superior managers should support and participate in the training work; Select and train good teachers; Training content should be targeted; Training methods should be combined with training objects and training contents; Theory and practice should be combined.

Case: The boss of a private enterprise was greatly inspired after learning the relevant incentive theory and began to put it into practice. He gives more work and responsibilities to his subordinates and inspires them through praise and common sense. As a result, instead of improving the enthusiasm of employees, they were strongly dissatisfied with the boss's practice and thought that he was exploiting employees with tricks.

Question: Please analyze the reasons for the failure of the boss's practice according to the relevant theories of motivation and make suggestions.

Focus: (1) From Maslow's hierarchy of needs theory, we know that human needs are hierarchical, namely, physiological needs, security needs, social needs, status and respect needs, and self-realization needs. Maslow believes that only when the lower-level needs are met will there be higher-level needs. The dominant demand determines people's behavior. (2) In the case, the boss of a private enterprise may ignore the lower-level needs of employees, such as physiological and safety needs, which are likely to be the dominant needs of employees. The failure to prescribe the right medicine led to the failure of the boss's incentive practice in this private enterprise. (3) To make incentives effective, it is necessary to understand the real needs of employees and meet them. In the process of implementation, we should adhere to the principle of material interests, create incentive conditions according to the mechanism, and combine material interests with spiritual encouragement.

Case: Beatrice Company, headquartered in Chicago, is a large joint company in the United States, with 450 subsidiaries, dealing in more than 9,000 kinds of products, many of which are brand-name products, such as Clark's candy and Joe's China food. The company's annual sales amount to over $9 billion. Over the years, Beatrice has developed its aggressive strategy by acquiring other companies, thus achieving rapid development. The company's traditional practice is: whenever a company or manufacturer is bought, it generally keeps its original products and makes it a new product market of the joint company; On the other hand, it takes the form of decentralization to subordinate branches. Allow newly purchased branches or factories to maintain the original production management structure without the restrictions and constraints of the joint company. Due to the implementation of this strategy, the company has become a joint company composed of many branches, with no unified goal and no connection with each other. 1976, after the chairman in charge of this development strategy retired, Dem was appointed as the chairman under such circumstances. The new chairman Dem's intention is to make the company develop in his new direction. According to his new strategy, Dem sold 56 subsidiaries, but at the same time acquired Northwest Beverage Industry Company. Dem said that in addition to the development direction, the company also faces two other major problems: First, all its subsidiaries are faced with the problem of introducing and selling new products to the society. In order to encourage the work of each branch, Dem decided to adopt the bonus system, and rewarded the branch managers who performed well under them with $65,438+0,000 every year. However, for these branch managers whose income far exceeds 6,543,800 yuan, the bonus of 6,543,800 yuan may not have much stimulating effect. Another more serious problem is how to improve the understanding of the necessity of sending more staff officers, and how to play the role of straight line and staff officers while maintaining the original decentralization system. Dem decided to send more staff officers to each subordinate department to better help each group to carry out their work. However, some managers think that it is not enough to send more staff officers, while others think that it is not necessary to send more staff officers. One contact person can contact several units, that is, centralized management. The company has a special financial department, but this financial department can't control the financial activities of so many branches at all, so the headquarters of the joint company can't understand and master the cheque payment of its subordinate departments, and so on.

Question: (1) Can Beatrice do better in decentralization? (2) What do you think of the incentive mode of Dem? (3) What is the role of staff officers? How to coordinate the relationship between straight line and staff?

Key point: (1) Beatrice can do better in decentralization. At present, Beatrice has a very high degree of decentralization, and its subordinate branches basically divide and rule. This management structure makes the organization very loose and the headquarters lacks control. In today's increasingly fierce market competition, organizations need to form a whole force, which is like punching out with fists is more powerful than every finger. Beatrice Company needs to balance centralization and decentralization, and only by moderately centralizing on the existing basis can it form a greater overall resultant force. (2) The incentive mode of DEM may be difficult to achieve the ideal effect, and the meager remuneration cannot play a sufficient incentive role. To achieve better incentive effect, we can improve it from two aspects. One is to increase the material quota, which will stimulate the high-income class like branch managers; Second, the combination of material rewards and spiritual rewards. Whether rewards can play an incentive role depends on people's achievements and the pursuit of different needs. The combination of material rewards and spiritual rewards can play the greatest role. (3) What is the role of staff officers? How to coordinate the relationship between straight line and staff? Staff officers can provide information, make suggestions and cooperate with supervisors. When coordinating the relationship between the line and the staff, it is very particular: first of all, the line supervisor cannot be controlled by the staff. Staff officers have only auxiliary powers, such as providing advice and suggestions. The line supervisor should make a decision after widely listening to the opinions of the staff officers. Please note that only the production line supervisor is the decision maker. Secondly, the staff should make suggestions independently as far as possible, and the line supervisor should not interfere too much.