( Foxconn Human Resources Management Method 2) Continuing the previous article, Foxconn urgently needs to adjust its organizational form to adapt to new major developments.
In 1996, eight years after crossing the strait from Taiwan to Shenzhen, relying on the mainland's rich human resources, strong market demand and the mainland's active and open support policies, Foxconn entered the fast lane of development, and distress and happiness came together.
Foxconn launched organizational reform and launched business office system
1996, Foxconn's Shenzhen Longhua factory started construction. Foxconn's manufacturing scope has made its first major breakthrough, and it has begun to connect to connectors, cables, computer case, radiators and other products, and product diversification has begun to emerge. In particular, the mass production and launch of personal computer cases has allowed Foxconn to enter the field of computer cases and bare-systems.
At the same time, based on the Shenzhen factory as the main production, Foxconn Company has carried out a low-key global layout, aiming at Europe with a developed electronics industry, and established production bases to carry out urgent orders and small batches, maintenance and other production and services to effectively supplement the Shenzhen factory.
Especially in 1996, Foxconn Chairman Guo Taiming took action personally. The company successfully received an order from the American computer manufacturer Combat . It went further from the company's great dream, that is, it became the largest professional precision component manufacturing company in China and the world market.
"sensible sense of smell" Guo Taiming judged the situation and began to think about organizational changes.
In order to adapt to the new strategy, Foxconn has adjusted its company's organization from a functional system to a business system. The biggest feature of the business system is its product-oriented. Each production plant is upgraded to public institutions, expanding operational authority, clarifying responsibilities and goals, and independent accounting of each institution, no longer adopting the form of big pot meals, which stimulates the enthusiasm and enterprising spirit of each unit. Each business department can establish its own various management functions, such as personnel management functions, supply chain management functions, etc. These functions used to require headquarters coordination between the business department, but now they have certain authority, such as employment plan and production plan arrangement, but the relevant operating standards are formulated by central functional units, and each business unit becomes the profit center.
In addition, the organizational structure has also added new public institutions, mainly developing some new businesses, such as the Steel Business Office and the Magnesium Alloy Business Office. These units have been newly established and face internal customers of each business office. In order to coordinate resources and avoid vicious internal competition, they are affiliated with the group and their management functions are managed by the central government.
Around 1998, Foxconn also invested in and set up factories in the mainland and overseas. These units belong to the corresponding public institutions, such as Jincheng is managed by the mold business department, Scottish factory and Ireland factory belong to the Iron Shell Business Department, and Czech factory belong to the Assembly Business Department. The new public institution is affiliated with the group and the overseas and mainland factories are managed by the public office, mainly to ensure the efficiency of management.
During this period, the headquarters of Foxconn Enterprise Group was Tucheng, Taiwan. The units in mainland China and overseas were mainly responsible for production and maintenance services, and the functions of order acceptance and product development were completed by the headquarters.
Foxconn began to shape corporate values and advocate the "working spirit"
Foxconn is fickle, seeking stability in change, and seeking change in stability, which also happened in the 1990s.
New public institutions continue to emerge, allowing Foxconn's central functions to expand rapidly. Through central functions, Foxconn contacts various public institutions, forming a relationship between Foxconn and public institutions as an operational control method. In the formulation of strategies and the establishment of various control systems, including operational management, quality management, personnel management, performance management, procurement management, , financial management, and security management, all must implement the policies and requirements formulated by the company's central functional units.
Organizational Structure of Foxconn Enterprise Group Period
At this stage, while Foxconn's operational authority began to be decentralized to the business department, the central government has improved and strengthened the procurement, information and other functions of people, finance, commodities, etc., which is very critical for Foxconn to form a collective integration combat effectiveness, especially in the face of rapid expansion of the organizational scale. After 1995, the name of Foxconn was changed to Foxconn Enterprise Group.
The arrival of new customers and new products, the expansion of Foxconn's scale and institutionalization of business have brought about the decentralization of operational authority, but the decentralization of power will lead to the organization being a mess. Although there is the strengthening of important central functions, these departments and other public institutions have no straight line of power, but only indirect relationships. In order to avoid such problems, Foxconn began to make drastic adjustments to its organization, that is, to establish a business unit-based organizational construction strategy.
During this period, Foxconn's organizational construction strategy was integration, responsibility, and progress, which was internally called the spirit of practice.
fusion, that is, technology focuses on integration. The company invests in and sets up factories from overseas to mainland China, not only to bring cheap things over, but also hopes to take root and integrate development. If you do something, employees will not be able to participate and make progress. Foxconn clearly requires that local employees need to improve their sense of responsibility and execution ability, and must use educational means to enable employees to do higher-level work.
Responsibility, that is, take the initiative to shoulder responsibility. If you want to get better treatment, if you want to be promoted, the most important thing is to take responsibility actively. Anyone, any boss will definitely hand over the work to a responsible person, and will never hand over it to an irresponsible person. Responsibilities are small and big, and there are light and heavy. Don’t take responsibility because of small responsibilities.
progress, that is, the vision and ability are improved. Growth does not mean progress. In the past few years, the company's performance, consumption and demand have grown, but what is important is whether we have made progress and whether we have made progress in our absorption of all new things. The development of individuals and organizations requires growth, and more importantly, it is an improvement in vision and ability.
(To be continued, next time we introduce the four major control systems after the establishment of a new organization, please pay attention)
