領(lǐng)導(dǎo)力Case Study案例分析:維珍集團(tuán)。本文是一篇留學(xué)生案例分析Case Study范文,主要內(nèi)容是講述該公司成立于1970年,名為Virgin Records,2007年已擴(kuò)展到一個(gè)由200多家公司組成的龐大組織。其業(yè)務(wù)范圍包括航空旅行、健身中心和移動(dòng)電話。自成立以來(lái),維珍集團(tuán)的文化和形象直接歸功于其所有者和創(chuàng)始人、高級(jí)高管和企業(yè)家理查德·布蘭森爵士的個(gè)性和努力。將維珍集團(tuán)與布蘭森爵士脫鉤毫無(wú)意義。事實(shí)上,布蘭森這個(gè)名字幾乎成了維珍集團(tuán)的代名詞。本文旨在提供維珍集團(tuán)的幾個(gè)方面。其中包括對(duì)其組織模式的批判性分析、理查德·布蘭森爵士的領(lǐng)導(dǎo)以及最終的組織溝通。以下就是這篇Case Study范文的具體內(nèi)容,供參考。
Founded in 1970 as Virgin Records, the company has expanded to a humongous organization comprising of more than 200 companies in 2007. Its business portfolio ranges from air travel, fitness centers, and mobile telephony. Since its inception, the culture and image of Virgin Group has been directly attributed to the personality and efforts of its owner and founder, the high-ranking executive and entrepreneur Sir Richard Branson. It makes no sense to delink Virgin Group from Sir Branson. In fact, the name Branson is almost becoming synonymous with Virgin Group. This essay aims to provide several aspects of Virgin group. These include the critical analysis of its organizational model, the leadership of Sir Richard Branson and eventually organization’s communication.
Discussion 討論
Virgin Group is made up of more than 200 companies, which employ nearly 50,000 people all over the world. The business has witnessed continual growth since it was started. The revenues reached a record mark of 10 billion sterling pounds in the year 2006. This reveals the magnitude and level of business in which Virgin Group is operating. The nature of leadership in existence in Virgin Group draws many features from the personality of Sir Richard Branson. The business philosophy postulated by Sir Richard Branson believes that the ultimate results of customer satisfaction and shareholders’ gain is the responsibility of every individual. He believes that if the staffs are kept happy then the customers are going to be happy meaning that the shareholders will be happy too. Consequently, the management of Virgin Group does not fall in to any particular model. It has a unique management structure whose characteristics do not fit those of the existing models. The amalgamation of concepts makes it distinctive. A critical review reveals that the success witnessed by Virgin Group can be attributed to the uniqueness of its management styles.
維珍集團(tuán)由200多家公司組成,在世界各地雇傭了近50000名員工。這項(xiàng)業(yè)務(wù)自成立以來(lái)一直在持續(xù)增長(zhǎng)。2006年的收入達(dá)到了創(chuàng)紀(jì)錄的100億英鎊。這揭示了維珍集團(tuán)經(jīng)營(yíng)業(yè)務(wù)的規(guī)模和水平。維珍集團(tuán)領(lǐng)導(dǎo)層的性質(zhì)從理查德·布蘭森爵士的性格中汲取了許多特點(diǎn)。理查德·布蘭森爵士(Sir Richard Branson)提出的商業(yè)哲學(xué)認(rèn)為,客戶滿意度和股東收益的最終結(jié)果是每個(gè)人的責(zé)任。他相信,如果員工保持快樂(lè),那么客戶就會(huì)快樂(lè),這意味著股東也會(huì)快樂(lè)。因此,維珍集團(tuán)的管理層不屬于任何特定模式。它有一個(gè)獨(dú)特的管理結(jié)構(gòu),其特點(diǎn)與現(xiàn)有模式不相適應(yīng)。概念的融合使其與眾不同。一項(xiàng)批判性的審查表明,維珍集團(tuán)的成功可歸因于其管理風(fēng)格的獨(dú)特性。
Management Theorists like F Taylor first created the concept of scientific management. This scientific concept postulates that there are six main features of management, namely; experiment, observation, selection, standardization, and training. Scientific philosophy of management expects that rewards and employee compensation should be pecked on performance and co-operation. Although some facets of this theory are outdated, some of its features are still applicable in the business structure of modern times. As a good illustration, Virgin group may be having what appears as a relaxed working environment but some features of scientific management are in application. Such aspects of scientific management used in Virgin Group include training, selection, and payment pecked on results. Some employees are compensated because of their outstanding entrepreneurial ambition and innovative thinking. Outstanding performance in Virgin Group is not only measure by the amount of financial input an employee has brought but also creativity and ability to think outside the box. Another model of management is bureaucracy, which sees the organization of business as one unit. The pioneers of this school of thought believed that family practices could not be delinked from the organization. Therefore, there a need to merge family goals with those of the entire organization.
像F·泰勒這樣的管理理論家首先創(chuàng)立了科學(xué)管理的概念。這一科學(xué)概念假定管理有六個(gè)主要特征,即:;實(shí)驗(yàn)、觀察、選擇、標(biāo)準(zhǔn)化和培訓(xùn)??茖W(xué)的管理哲學(xué)認(rèn)為,獎(jiǎng)勵(lì)和員工薪酬應(yīng)該取決于績(jī)效和合作。盡管這一理論的某些方面已經(jīng)過(guò)時(shí),但它的一些特點(diǎn)仍然適用于現(xiàn)代的商業(yè)結(jié)構(gòu)。作為一個(gè)很好的例子,維珍集團(tuán)可能有一個(gè)看似輕松的工作環(huán)境,但科學(xué)管理的一些特點(diǎn)正在應(yīng)用中。維珍集團(tuán)采用的科學(xué)管理包括培訓(xùn)、選拔和基于結(jié)果的薪酬。一些員工因其杰出的創(chuàng)業(yè)抱負(fù)和創(chuàng)新思維而獲得薪酬。維珍集團(tuán)的出色表現(xiàn)不僅取決于員工所帶來(lái)的財(cái)務(wù)投入,還取決于員工的創(chuàng)造力和思維能力。另一種管理模式是官僚主義,將企業(yè)組織視為一個(gè)單位。這一學(xué)派的先驅(qū)們認(rèn)為,家庭實(shí)踐不能與組織脫鉤。因此,需要將家庭目標(biāo)與整個(gè)組織的目標(biāo)合并。
Organizational goals of Virgin Group cannot be dissociated with those of Sir Richard Branson. This is enough reason to conclude that the management style in the organization has some elements of bureaucracy in leadership. Max Weber first formulated this kind of management approach. The impact of entire society is given considerable attention by the management. In this model, the organization is considered as an integral part of an amorphous society. Despite having some draw backs, this model has found its way in to the Virgin Group’s management style. In a bid to meet the needs of the society it is serving, virgin management give priority to the impact, its strategies will have on the society. This is the reason as to why Virgin Atlantic, an airline company under Virgin Group, has been on the frontline on the crusade for environmentally friendly jet fuel.
維珍集團(tuán)的組織目標(biāo)不能與理查德·布蘭森爵士的組織目標(biāo)割裂開(kāi)來(lái)。這足以說(shuō)明組織的管理風(fēng)格在領(lǐng)導(dǎo)層中存在一些官僚主義的因素。馬克斯·韋伯首先制定了這種管理方法。管理層非常重視整個(gè)社會(huì)的影響。在這種模式中,組織被視為非定型社會(huì)的一個(gè)組成部分。盡管有一些缺點(diǎn),但這種模式已經(jīng)融入了維珍集團(tuán)的管理風(fēng)格。為了滿足其服務(wù)的社會(huì)需求,處女管理優(yōu)先考慮其戰(zhàn)略對(duì)社會(huì)的影響。這就是為什么維珍集團(tuán)旗下的維珍大西洋航空公司一直站在環(huán)保噴氣燃料的前線的原因。
Furthermore, there is an element of administrative theory in the management of Virgin Group. Propounded by Henry Fayol, administrative theory view management as a chronological process comprising of planning, organization, training, and coordination of functions. This model represents the transitional theory between the traditional and modern models. It is characterized by rigid and mechanistic tenets. Virgin Group has a little bit of these management principles. It has deviated from it by allowing liberalized management at departmental level. However, at the departmental levels, there is need to advance the principles of management. The thoughts of employees should remain to be customized to suit these principles.
此外,維珍集團(tuán)的管理中還存在行政理論的因素。亨利·法約爾提出的行政理論將管理視為一個(gè)按時(shí)間順序排列的過(guò)程,包括規(guī)劃、組織、培訓(xùn)和職能協(xié)調(diào)。該模型代表了傳統(tǒng)模型和現(xiàn)代模型之間的過(guò)渡理論。它的特點(diǎn)是僵化和機(jī)械的原則。維珍集團(tuán)有一點(diǎn)這些管理原則。它已經(jīng)偏離了這一點(diǎn),允許在部門(mén)一級(jí)實(shí)行自由化管理。然而,在部門(mén)一級(jí),需要推進(jìn)管理原則。員工的想法應(yīng)該根據(jù)這些原則進(jìn)行定制。
The management of Virgin group with a heavy weight is contingency approach. The decision-making and plans executions are done with close reference to the problem at hand. This has seen the group attain notable milestones in streamlining its management, which eventually translates in to revenues. In this management model, the dynamics of business environments is appreciated. It recognizes the fact that different environments require different management approaches.
維珍集團(tuán)的管理是一種應(yīng)急方法。決策和計(jì)劃的執(zhí)行是在密切關(guān)注當(dāng)前問(wèn)題的情況下進(jìn)行的。這使得該集團(tuán)在精簡(jiǎn)管理方面取得了顯著的里程碑,最終轉(zhuǎn)化為收入。在這種管理模式中,可以理解業(yè)務(wù)環(huán)境的動(dòng)態(tài)性。它認(rèn)識(shí)到,不同的環(huán)境需要不同的管理方法。
Concisely, it is true to argue that Virgin Group’s success story of many years is a factor of many things including it optimal management model. The group has been able to amalgamate the presets of every model to suit its present needs. What is emerging vividly from this global organization is the fact that the efficacy of management is determined by its ability to move away from conventional and rigid requirements. Moving with the trends in the market has been proven beneficial in optimization of profits.
簡(jiǎn)單地說(shuō),維珍集團(tuán)多年來(lái)的成功故事是許多因素的一個(gè)因素,包括它的最佳管理模式。該小組已經(jīng)能夠合并每種模型的預(yù)設(shè),以滿足其當(dāng)前的需求。這個(gè)全球組織生動(dòng)地體現(xiàn)了一個(gè)事實(shí),即管理的有效性取決于其擺脫傳統(tǒng)和僵化要求的能力。事實(shí)證明,順應(yīng)市場(chǎng)趨勢(shì)有利于優(yōu)化利潤(rùn)。
From the descriptions given above, it is evident that Virgin Group leadership is a transformational. In transformational leadership the management looks beyond the compensation to the employees. The model, which is in use at Virgin Group, explores the inner factors, which enhance performance of employees through motivation. On contrary to transactional model, which look at compensation alone, transformational leadership looks at way of achieving high-level loyalty and commitment from the followers.
從上面的描述中可以看出,維珍集團(tuán)的領(lǐng)導(dǎo)層是一種變革。在轉(zhuǎn)型領(lǐng)導(dǎo)中,管理層關(guān)注的不僅僅是員工的薪酬。維珍集團(tuán)使用的這一模型探討了通過(guò)激勵(lì)提高員工績(jī)效的內(nèi)在因素。與僅關(guān)注薪酬的交易模式相反,轉(zhuǎn)型領(lǐng)導(dǎo)層關(guān)注的是如何從追隨者那里獲得高水平的忠誠(chéng)和承諾。
The brand in the name of Virgin was founded in 1968. Since then it has grown beyond borders and become a worldwide product. Its venture into many different industries is a true reflection of success. Sir Richard Branson is the present chairperson of the group. He is well known for his stylish but competitive leadership skills. Many analysts and scholars attribute the success of Virgin Group to the creative leadership skills of Branson. In the process of expansion, he took over several risky ventures in a more to diversify and improve his business. In most of his business plans, he focused on minute segment of a specific market and provided quality products or services. This approach allows for creation of small monopolistic markets with high profit margins. One major contributor to Branson’s success story is his ability to lead people in exploring innovative and profitable ventures. Therefore, the leadership style depicted by Branson is a topic to be investigated in the following discussions. The kind of leadership philosophy advocated by Branson has been infiltrate into the entire company.
維珍品牌成立于1968年。從那時(shí)起,它已超越國(guó)界,成為世界性的產(chǎn)品。它涉足許多不同行業(yè)是成功的真實(shí)寫(xiě)照。理查德·布蘭森爵士是該小組的現(xiàn)任主席。他以時(shí)尚但富有競(jìng)爭(zhēng)力的領(lǐng)導(dǎo)能力而聞名。許多分析師和學(xué)者將維珍集團(tuán)的成功歸功于布蘭森的創(chuàng)造性領(lǐng)導(dǎo)能力。在擴(kuò)張過(guò)程中,他接手了幾家風(fēng)險(xiǎn)較大的企業(yè),以實(shí)現(xiàn)業(yè)務(wù)多元化并改善業(yè)務(wù)。在他的大部分商業(yè)計(jì)劃中,他專(zhuān)注于特定市場(chǎng)的細(xì)分市場(chǎng),并提供優(yōu)質(zhì)的產(chǎn)品或服務(wù)。這種方法允許創(chuàng)建具有高利潤(rùn)率的小型壟斷市場(chǎng)。布蘭森成功故事的一個(gè)主要貢獻(xiàn)者是他能夠帶領(lǐng)人們探索創(chuàng)新和有利可圖的企業(yè)。因此,布蘭森所描繪的領(lǐng)導(dǎo)風(fēng)格是以下討論中需要研究的話題。布蘭森倡導(dǎo)的那種領(lǐng)導(dǎo)哲學(xué)已經(jīng)滲透到了整個(gè)公司。
Sir Richard Branson’s leadership style falls in the category of transformational. He has an outstanding ability of bringing out the best out of humanity. Interpersonal and relational skills possessed by Branson are impeccable. He has close touch with the day to day activities of various companies within his group. The most common feature that has made him achieve great milestones in business development is the ability to motivate and rally fellow partners in pursuit of a business opening. If the recent acquisitions are taken as an illustration, he managed to convince fellow stakeholders in adoption of new strategy.
理查德·布蘭森爵士的領(lǐng)導(dǎo)風(fēng)格屬于轉(zhuǎn)型型。他有一種杰出的能力,能夠?qū)⑷诵灾凶詈玫囊幻嬲宫F(xiàn)出來(lái)。布蘭森擁有的人際和關(guān)系技能無(wú)可挑剔。他與集團(tuán)內(nèi)各公司的日?;顒?dòng)有密切聯(lián)系。使他在業(yè)務(wù)發(fā)展中取得重大里程碑的最常見(jiàn)的特點(diǎn)是能夠激勵(lì)和團(tuán)結(jié)合作伙伴以實(shí)現(xiàn)業(yè)務(wù)開(kāi)放。如果以最近的收購(gòu)為例,他成功說(shuō)服了其他利益相關(guān)者采納新戰(zhàn)略。
In his ventures, he looks for people who are outgoing and willing to start new businesses. His capacity building nature has made him an admirable leader of modern business. His focus spans beyond the orthodox perspective of employees where the management expects the workers to perform to deserve compensation. The interest of Branson surrounds asking the question as to whether a partner or employee is optimizing his or her capacity. He is interested also with people who are willing to take risks and the best in their tasks. For a long time, he has succeeded in bringing out the best out of his staff, a core character of transformational leader. There is no doubt about the fact that Branson’s success since 1970s is directly attribute to his attitude towards management of a team. In his approach, the barrier existing between the employees and management is broken.
在他的創(chuàng)業(yè)中,他尋找外向、愿意創(chuàng)業(yè)的人。他的能力建設(shè)天性使他成為現(xiàn)代商業(yè)中令人欽佩的領(lǐng)導(dǎo)者。他的關(guān)注點(diǎn)超越了員工的正統(tǒng)觀點(diǎn),管理層期望員工的表現(xiàn)應(yīng)該得到補(bǔ)償。布蘭森的興趣在于詢問(wèn)合作伙伴或員工是否在優(yōu)化自己的能力。他也對(duì)那些愿意承擔(dān)風(fēng)險(xiǎn)并在任務(wù)中表現(xiàn)最好的人感興趣。很長(zhǎng)一段時(shí)間以來(lái),他成功地發(fā)揮了員工的最佳能力,這是轉(zhuǎn)型型領(lǐng)導(dǎo)者的核心特征。毫無(wú)疑問(wèn),布蘭森自20世紀(jì)70年代以來(lái)的成功直接歸功于他對(duì)團(tuán)隊(duì)管理的態(tài)度。在他的方法中,員工和管理層之間存在的障礙被打破了。
In fact, many people working with him approaches business issues with a philosophy of achieving through innovative thinking and not adhering to the preset rules. Because of the ideologies propagated by Branson, all participants in the organization share similar values. He formulated his own style of leadership, priding himself on integrating the employees in to his style and seeking their thoughts on ways of improving value to customers. Employees are expected to internalize these values and respond in accordance to them. Integration of corporate values in leadership strategies means that there is little interference by external forces. Nevertheless, Sir Branson’s approach does not mean that the employees are entirely dependent on the chairman’s thoughts. They are equally accountable of their actions like fellow employees under transactional leadership. In order to motivate his employees, Branson and his management team, especially human resources management department have systems of enhancing commitment of employees through bonuses, stock options and profit sharing, and internal promotion wherever possible.
事實(shí)上,許多與他共事的人都以通過(guò)創(chuàng)新思維而不遵守預(yù)設(shè)規(guī)則的理念來(lái)處理商業(yè)問(wèn)題。由于布蘭森宣揚(yáng)的意識(shí)形態(tài),該組織的所有參與者都有著相似的價(jià)值觀。他制定了自己的領(lǐng)導(dǎo)風(fēng)格,致力于將員工融入他的風(fēng)格,并尋求他們對(duì)提高客戶價(jià)值的方式的思考。員工應(yīng)將這些價(jià)值觀內(nèi)化,并根據(jù)這些價(jià)值觀做出反應(yīng)。將企業(yè)價(jià)值觀融入領(lǐng)導(dǎo)戰(zhàn)略意味著很少受到外部力量的干擾。盡管如此,布蘭森爵士的做法并不意味著員工完全依賴董事長(zhǎng)的想法。他們與交易型領(lǐng)導(dǎo)下的同事一樣,對(duì)自己的行為負(fù)責(zé)。為了激勵(lì)員工,布蘭森和他的管理團(tuán)隊(duì),特別是人力資源管理部門(mén)制定了通過(guò)獎(jiǎng)金、股票期權(quán)和利潤(rùn)分享以及盡可能的內(nèi)部晉升來(lái)增強(qiáng)員工承諾的制度。
Apart from Sir Branson’s input in the success of virgin Group, there is a contribution of organizational culture in the company. Organizational culture existing in Virgin Group in fairly complex. The Group serves more than 100 companies operating separately in the industries which are not entirely related. The common feature within ever company in the group is the glamorous Virgin Brand. The brand remains unchanged in all companies operating in different businesses. This is a similarity, which puts a heavy responsibility on each department or division to positively represent the brand. The image reveals an overall image of quality and innovation inherent in the group. Through the creation of an exclusive brand, the company has been able to consolidate and maintain desirable loyalty levels among the customers.
除了布蘭森爵士對(duì)維珍集團(tuán)成功的貢獻(xiàn)外,公司的組織文化也有貢獻(xiàn)。維珍集團(tuán)的組織文化相當(dāng)復(fù)雜。本集團(tuán)為100多家在不完全相關(guān)的行業(yè)中獨(dú)立運(yùn)營(yíng)的公司提供服務(wù)。集團(tuán)內(nèi)任何一家公司的共同特點(diǎn)都是迷人的維珍品牌。該品牌在所有經(jīng)營(yíng)不同業(yè)務(wù)的公司中保持不變。這是一個(gè)相似之處,這給每個(gè)部門(mén)或部門(mén)帶來(lái)了積極代表品牌的重大責(zé)任。該圖像顯示了集團(tuán)內(nèi)在的質(zhì)量和創(chuàng)新的整體形象。通過(guò)創(chuàng)建一個(gè)獨(dú)家品牌,該公司能夠鞏固并保持客戶的理想忠誠(chéng)度水平。
The diverse business portfolio evident in Virgin Group businesses is helpful in building and maintaining loyalty in various industries. This is the main reason as to why the company has witnessed high levels of success. The managers in the company employ the concept of creativity to encourage employees to enhance their contribution to the group in whatever level of hierarchy. They discourage the scenario where employees sit back to execute instructions. Employees have the capacity of producing cutting-edge products, which the whole company will be able to deliver to the market. They can also formulate ways of improving efficiency in the company. This is an outstanding feature of Virgin Group. Every individual has a say when it comes to products development. The management style in application at Virgin Group encourages members of staff to be competitive. This will eventually build a desire in the hearts of employees to see the company succeed so that they can be recognized as contributors to new and innovative business model.
維珍集團(tuán)業(yè)務(wù)中明顯的多樣化業(yè)務(wù)組合有助于在各個(gè)行業(yè)建立和保持忠誠(chéng)度。這是該公司取得高水平成功的主要原因。公司的管理者運(yùn)用創(chuàng)造力的概念,鼓勵(lì)員工在任何層級(jí)上提高對(duì)團(tuán)隊(duì)的貢獻(xiàn)。他們不鼓勵(lì)員工坐在后面執(zhí)行指令。員工擁有生產(chǎn)尖端產(chǎn)品的能力,整個(gè)公司都能將其推向市場(chǎng)。他們還可以制定提高公司效率的方法。這是維珍集團(tuán)的一個(gè)突出特點(diǎn)。在產(chǎn)品開(kāi)發(fā)方面,每個(gè)人都有發(fā)言權(quán)。維珍集團(tuán)的管理風(fēng)格鼓勵(lì)員工保持競(jìng)爭(zhēng)力。這最終會(huì)在員工心中建立一種愿望,希望看到公司取得成功,以便他們能夠被認(rèn)可為新的創(chuàng)新商業(yè)模式的貢獻(xiàn)者。
There is no clear cut between management and leadership within Virgin Group. Transformational leadership emanates from executives and top managers in the company. There are harmonized goals set by Sir Richard Branson and fellow company executives. Various companies within the group will work towards achieving those goals. These ambitious goals range from utilization of new technology, expansion in international markets, joint venture with other existing companies and loyalty among customers. Goals formulated at this level of management are communicated to every employee in the company. This is a beneficial strategy, which gives every employee a task to accomplish in fostering the group’s mission. The senior management implores the employees to output their skills in such a way that they are going to complement the company. The notion behind this effort is to advance the philosophy that the entire benefits of the group will eventually lead to individual gains for every person involved. The contribution in the group will ultimately result in rewards for managers, employees, shareholders, executives, and customers alike.
維珍集團(tuán)的管理層和領(lǐng)導(dǎo)層之間沒(méi)有明確的界限。轉(zhuǎn)型型領(lǐng)導(dǎo)來(lái)自公司的高管和高級(jí)管理人員。理查德·布蘭森爵士和其他公司高管制定了統(tǒng)一的目標(biāo)。集團(tuán)內(nèi)的各個(gè)公司將努力實(shí)現(xiàn)這些目標(biāo)。這些雄心勃勃的目標(biāo)包括利用新技術(shù)、拓展國(guó)際市場(chǎng)、與其他現(xiàn)有公司建立合資企業(yè)以及客戶忠誠(chéng)度。在這一管理層制定的目標(biāo)傳達(dá)給公司的每一位員工。這是一個(gè)有益的戰(zhàn)略,它為每個(gè)員工提供了一項(xiàng)任務(wù),以促進(jìn)團(tuán)隊(duì)的使命。高級(jí)管理層懇求員工以能夠補(bǔ)充公司的方式輸出他們的技能。這項(xiàng)努力背后的理念是推進(jìn)這樣一種理念,即團(tuán)隊(duì)的全部利益最終將為每一位參與者帶來(lái)個(gè)人利益。團(tuán)隊(duì)的貢獻(xiàn)最終將為經(jīng)理、員工、股東、高管和客戶帶來(lái)回報(bào)。
One desirable feature of Virgin Group is its organizational structure. Through its structure the company has succeeded in overcoming the challenges related to expansion. An expansive organization like Virgin Group must explore ways of handling the massive information within the company. Through its flat organizational chart, Virgin Group Limited has been able to handle it expansive business portfolio with much ease. The reduction of horizontal chain of command means that interdepartmental communication is enhanced.
維珍集團(tuán)的一個(gè)理想特點(diǎn)是其組織結(jié)構(gòu)。通過(guò)其結(jié)構(gòu),該公司成功地克服了與擴(kuò)張相關(guān)的挑戰(zhàn)。像維珍集團(tuán)這樣的龐大組織必須探索處理公司內(nèi)部海量信息的方法。通過(guò)其扁平的組織結(jié)構(gòu)圖,維珍集團(tuán)有限公司能夠輕松處理其龐大的業(yè)務(wù)組合。橫向指揮鏈的減少意味著部門(mén)間的溝通得到加強(qiáng)。
As the level of hierarchy moves down, the lower levels of management tend to concentrate more keenly on the management of the company. Although leadership is always encouraged among the managers, it requires some levels of strict management to make sure that the task has been accomplished. Different divisions within the company have different management function. At Virgin Group, managers have several goals of wide scope. Because of the fact that different divisions of the company are specialized in their operations, well-trained and qualified mangers are required to manage it effectively. In most cases, managers employed by the company have a firm background in their sector of specialization. They must also prove that they are capable by showing a successful record of accomplishment. It is the sole responsibility of managers within Virgin Group to ensure that day-to-day operations needed to keep the division running are executed effectively.
隨著層級(jí)的下移,較低級(jí)別的管理層往往更專(zhuān)注于公司的管理。盡管管理者總是鼓勵(lì)領(lǐng)導(dǎo),但需要一定程度的嚴(yán)格管理才能確保任務(wù)完成。公司內(nèi)部的不同部門(mén)具有不同的管理職能。在維珍集團(tuán),經(jīng)理們有幾個(gè)廣泛的目標(biāo)。由于公司的不同部門(mén)都專(zhuān)門(mén)從事其運(yùn)營(yíng),因此需要訓(xùn)練有素的合格管理人員來(lái)有效管理。在大多數(shù)情況下,公司雇傭的管理人員在其專(zhuān)業(yè)領(lǐng)域具有堅(jiān)實(shí)的背景。他們還必須通過(guò)展示成功的成就記錄來(lái)證明自己有能力。維珍集團(tuán)內(nèi)的經(jīng)理全權(quán)負(fù)責(zé)確保有效執(zhí)行部門(mén)運(yùn)營(yíng)所需的日常運(yùn)營(yíng)。
Organization is a vital ingredient in the success of Virgin companies. Since the group in an amorphous company comprising of several companies, organization is very critical in putting together the processes. To start with, the company has many goals to be achieved like expanding the global presence and building of customer loyalty. The top executive are responsible for determining these goals and making them available to the entire company. The same executive must ensre that these goals are achievable for them to be received well by employees. However, caution should be exercised to ensure that the employees are not underutilized. Challenging goals are important for the employees to feel that they are engaged in meaningful tasks. Organization of these goals within the division will ensure that specific targets are made. Every division have separate and specialized goals aimed at increasing market share and improvement of product and services.
組織是維珍公司成功的重要因素。由于該集團(tuán)是由多家公司組成的無(wú)定形公司,因此組織在整合流程方面非常關(guān)鍵。首先,該公司有許多目標(biāo)需要實(shí)現(xiàn),如擴(kuò)大全球影響力和建立客戶忠誠(chéng)度。最高管理人員負(fù)責(zé)確定這些目標(biāo),并將其提供給整個(gè)公司。同一位高管必須確保這些目標(biāo)是可以實(shí)現(xiàn)的,以便員工能夠很好地接受這些目標(biāo)。但是,應(yīng)謹(jǐn)慎行事,以確保員工沒(méi)有被充分利用。具有挑戰(zhàn)性的目標(biāo)對(duì)于員工來(lái)說(shuō)很重要,因?yàn)樗麄冇X(jué)得自己正在從事有意義的任務(wù)。在部門(mén)內(nèi)組織這些目標(biāo)將確保實(shí)現(xiàn)具體目標(biāo)。每個(gè)部門(mén)都有各自的專(zhuān)門(mén)目標(biāo),旨在提高市場(chǎng)份額,改進(jìn)產(chǎn)品和服務(wù)。
As the hierarchy advances to the junior staffs, goals become more precise and short lived. The targets set at implementation levels are easily achievable because they are very specific. These specific goals are formulated by division managers with close reference to those of the entire group. This system of information transfer enables the company to remain on track on the journey to meeting the targets set by executives. Virgin is a living evidence for the fact that this kind of organization is a major prerequisite for business success. Breaking down of general goals in to actionable points is a desirable feature revealed in Virgin’s organization.
隨著層級(jí)結(jié)構(gòu)向初級(jí)員工發(fā)展,目標(biāo)變得更加精確和短暫。在實(shí)施層面設(shè)定的目標(biāo)很容易實(shí)現(xiàn),因?yàn)樗鼈兎浅>唧w。這些具體目標(biāo)由部門(mén)經(jīng)理制定,并與整個(gè)集團(tuán)的目標(biāo)密切相關(guān)。這種信息傳遞系統(tǒng)使公司能夠在實(shí)現(xiàn)高管設(shè)定的目標(biāo)的過(guò)程中保持正軌。維珍是一個(gè)活生生的證據(jù),證明這種組織是商業(yè)成功的主要前提。將一般目標(biāo)分解為可操作點(diǎn)是維珍公司的一個(gè)可取特點(diǎn)。
A healthy and workable organizational structure witnessed in Virgin Group’s businesses is attained with many varying strategies. Transformational leadership is one of these strategies that have seen the company attain great heights of success. This strategy enables people of diverse backgrounds and ability to share a common goal. Through working together, a team can combine its members’ efforts and work towards achieving common goal. Transformational leadership gives everyone an equal chance to output his or her ability without reservations. A critical review of Virgin Group business reveals that its versatile and innovative workforce is due to the transformational leadership in place. This is in contrast with transactional leadership in which employees are compensated according to performance. The draw back with this kind of leadership is that it breeds greedy employees whose goal will be to amass rewards as much as possible.
在維珍集團(tuán)的業(yè)務(wù)中,通過(guò)多種不同的戰(zhàn)略實(shí)現(xiàn)了健康可行的組織結(jié)構(gòu)。轉(zhuǎn)型領(lǐng)導(dǎo)是公司取得巨大成功的戰(zhàn)略之一。這一戰(zhàn)略使不同背景和能力的人能夠共享一個(gè)共同的目標(biāo)。通過(guò)合作,團(tuán)隊(duì)可以將成員的努力結(jié)合起來(lái),朝著實(shí)現(xiàn)共同目標(biāo)而努力。轉(zhuǎn)型型領(lǐng)導(dǎo)讓每個(gè)人都有平等的機(jī)會(huì)毫無(wú)保留地發(fā)揮自己的能力。對(duì)維珍集團(tuán)業(yè)務(wù)的批判性審查表明,其多才多藝和創(chuàng)新的員工隊(duì)伍是由于轉(zhuǎn)型領(lǐng)導(dǎo)層的到位。這與交易型領(lǐng)導(dǎo)形成鮮明對(duì)比,在交易型領(lǐng)導(dǎo)中,員工根據(jù)績(jī)效獲得薪酬。這種領(lǐng)導(dǎo)方式的缺點(diǎn)是,它滋生了貪婪的員工,他們的目標(biāo)是盡可能地積累獎(jiǎng)勵(lì)。
Conclusion 結(jié)論
In conclusion, there are many things to be learned from leadership and management of Virgin Group Limited. The company has cut itself a niche in various industries. It has also proven that all things are possible with dedication and commitment. Through the able leadership of its Chairman, Sir Richard Branson, the management team has come up with a unique formula of managing large scale businesses like Virgin Group. To a large extend, the success of Virgin Group is directly attributable to the input of Sir Branson. He has succeeded in opening a new chapter of management, which deviates from conventional methods. His liberal and all accommodating approach is desirable. There is a formidable blend between management and leadership. A critical review of these two elements reveals that there is no clears cut between the two: a feature that has worked well for the company.
Case Study總結(jié)維珍集團(tuán)有限公司的領(lǐng)導(dǎo)和管理層有很多值得學(xué)習(xí)的地方。這家公司在各個(gè)行業(yè)都占據(jù)了一席之地。它還證明,只要有奉獻(xiàn)和承諾,一切都是可能的。通過(guò)董事長(zhǎng)理查德·布蘭森爵士的干練領(lǐng)導(dǎo),管理團(tuán)隊(duì)想出了管理維珍集團(tuán)等大型企業(yè)的獨(dú)特方案。在很大程度上,維珍集團(tuán)的成功直接歸功于布蘭森爵士的投入。他成功地開(kāi)啟了管理的新篇章,這與傳統(tǒng)方法不同。他的自由和包容態(tài)度是可取的。管理層和領(lǐng)導(dǎo)層之間有著令人生畏的融合。對(duì)這兩個(gè)要素的批判性審查表明,兩者之間沒(méi)有明確的界限:這一特性對(duì)公司來(lái)說(shuō)非常有效。本站提供各國(guó)各專(zhuān)業(yè)Case Study代寫(xiě)或?qū)懽髦笇?dǎo)服務(wù),如有需要可咨詢本平臺(tái)。
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