Case Study怎么寫？一篇范文包你學會！Leadership Case Study: Virgin Group
領導力Case Study案例分析：維珍集團。本文是一篇留學生案例分析Case Study范文，主要內容是講述該公司成立于1970年，名為Virgin Records，2007年已擴展到一個由200多家公司組成的龐大組織。其業務范圍包括航空旅行、健身中心和移動電話。自成立以來，維珍集團的文化和形象直接歸功于其所有者和創始人、高級高管和企業家理查德·布蘭森爵士的個性和努力。將維珍集團與布蘭森爵士脫鉤毫無意義。事實上，布蘭森這個名字幾乎成了維珍集團的代名詞。本文旨在提供維珍集團的幾個方面。其中包括對其組織模式的批判性分析、理查德·布蘭森爵士的領導以及最終的組織溝通。以下就是這篇Case Study范文的具體內容，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.
維珍集團由200多家公司組成，在世界各地雇傭了近50000名員工。這項業務自成立以來一直在持續增長。2006年的收入達到了創紀錄的100億英鎊。這揭示了維珍集團經營業務的規模和水平。維珍集團領導層的性質從理查德·布蘭森爵士的性格中汲取了許多特點。理查德·布蘭森爵士（Sir Richard Branson）提出的商業哲學認為，客戶滿意度和股東收益的最終結果是每個人的責任。他相信，如果員工保持快樂，那么客戶就會快樂，這意味著股東也會快樂。因此，維珍集團的管理層不屬于任何特定模式。它有一個獨特的管理結構，其特點與現有模式不相適應。概念的融合使其與眾不同。一項批判性的審查表明，維珍集團的成功可歸因于其管理風格的獨特性。
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立了科學管理的概念。這一科學概念假定管理有六個主要特征，即：；實驗、觀察、選擇、標準化和培訓。科學的管理哲學認為，獎勵和員工薪酬應該取決于績效和合作。盡管這一理論的某些方面已經過時，但它的一些特點仍然適用于現代的商業結構。作為一個很好的例子，維珍集團可能有一個看似輕松的工作環境，但科學管理的一些特點正在應用中。維珍集團采用的科學管理包括培訓、選拔和基于結果的薪酬。一些員工因其杰出的創業抱負和創新思維而獲得薪酬。維珍集團的出色表現不僅取決于員工所帶來的財務投入，還取決于員工的創造力和思維能力。另一種管理模式是官僚主義，將企業組織視為一個單位。這一學派的先驅們認為，家庭實踐不能與組織脫鉤。因此，需要將家庭目標與整個組織的目標合并。
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.
維珍集團的組織目標不能與理查德·布蘭森爵士的組織目標割裂開來。這足以說明組織的管理風格在領導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社會的影響。在這種模式中，組織被視為非定型社會的一個組成部分。盡管有一些缺點，但這種模式已經融入了維珍集團的管理風格。為了滿足其服務的社會需求，處女管理優先考慮其戰略對社會的影響。這就是為什么維珍集團旗下的維珍大西洋航空公司一直站在環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按時間順序排列的過程，包括規劃、組織、培訓和職能協調。該模型代表了傳統模型和現代模型之間的過渡理論。它的特點是僵化和機械的原則。維珍集團有一點這些管理原則。它已經偏離了這一點，允許在部門一級實行自由化管理。然而，在部門一級，需要推進管理原則。員工的想法應該根據這些原則進行定制。
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.
維珍集團的管理是一種應急方法。決策和計劃的執行是在密切關注當前問題的情況下進行的。這使得該集團在精簡管理方面取得了顯著的里程碑，最終轉化為收入。在這種管理模式中，可以理解業務環境的動態性。它認識到，不同的環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.
簡單地說，維珍集團多年來的成功故事是許多因素的一個因素，包括它的最佳管理模式。該小組已經能夠合并每種模型的預設，以滿足其當前的需求。這個全球組織生動地體現了一個事實，即管理的有效性取決于其擺脫傳統和僵化要求的能力。事實證明，順應市場趨勢有利于優化利潤。
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，維珍集團的領導層是一種變革。在轉型領導中，管理層關注的不僅僅是員工的薪酬。維珍集團使用的這一模型探討了通過激勵提高員工績效的內在因素。與僅關注薪酬的交易模式相反，轉型領導層關注的是如何從追隨者那里獲得高水平的忠誠和承諾。
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。從那時起，它已超越國界，成為世界性的產品。它涉足許多不同行業是成功的真實寫照。理查德·布蘭森爵士是該小組的現任主席。他以時尚但富有競爭力的領導能力而聞名。許多分析師和學者將維珍集團的成功歸功于布蘭森的創造性領導能力。在擴張過程中，他接手了幾家風險較大的企業，以實現業務多元化并改善業務。在他的大部分商業計劃中，他專注于特定市場的細分市場，并提供優質的產品或服務。這種方法允許創建具有高利潤率的小型壟斷市場。布蘭森成功故事的一個主要貢獻者是他能夠帶領人們探索創新和有利可圖的企業。因此，布蘭森所描繪的領導風格是以下討論中需要研究的話題。布蘭森倡導的那種領導哲學已經滲透到了整個公司。
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·布蘭森爵士的領導風格屬于轉型型。他有一種杰出的能力，能夠將人性中最好的一面展現出來。布蘭森擁有的人際和關系技能無可挑剔。他與集團內各公司的日常活動有密切聯系。使他在業務發展中取得重大里程碑的最常見的特點是能夠激勵和團結合作伙伴以實現業務開放。如果以最近的收購為例，他成功說服了其他利益相關者采納新戰略。
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.
在他的創業中，他尋找外向、愿意創業的人。他的能力建設天性使他成為現代商業中令人欽佩的領導者。他的關注點超越了員工的正統觀點，管理層期望員工的表現應該得到補償。布蘭森的興趣在于詢問合作伙伴或員工是否在優化自己的能力。他也對那些愿意承擔風險并在任務中表現最好的人感興趣。很長一段時間以來，他成功地發揮了員工的最佳能力，這是轉型型領導者的核心特征。毫無疑問，布蘭森自20世紀70年代以來的成功直接歸功于他對團隊管理的態度。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.
事實上，許多與他共事的人都以通過創新思維而不遵守預設規則的理念來處理商業問題。由于布蘭森宣揚的意識形態，該組織的所有參與者都有著相似的價值觀。他制定了自己的領導風格，致力于將員工融入他的風格，并尋求他們對提高客戶價值的方式的思考。員工應將這些價值觀內化，并根據這些價值觀做出反應。將企業價值觀融入領導戰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的想法。他們與交易型領導下的同事一樣，對自己的行為負責。為了激勵員工，布蘭森和他的管理團隊，特別是人力資源管理部門制定了通過獎金、股票期權和利潤分享以及盡可能的內部晉升來增強員工承諾的制度。
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.
除了布蘭森爵士對維珍集團成功的貢獻外，公司的組織文化也有貢獻。維珍集團的組織文化相當復雜。本集團為100多家在不完全相關的行業中獨立運營的公司提供服務。集團內任何一家公司的共同特點都是迷人的維珍品牌。該品牌在所有經營不同業務的公司中保持不變。這是一個相似之處，這給每個部門或部門帶來了積極代表品牌的重大責任。該圖像顯示了集團內在的質量和創新的整體形象。通過創建一個獨家品牌，該公司能夠鞏固并保持客戶的理想忠誠度水平。
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.
維珍集團業務中明顯的多樣化業務組合有助于在各個行業建立和保持忠誠度。這是該公司取得高水平成功的主要原因。公司的管理者運用創造力的概念，鼓勵員工在任何層級上提高對團隊的貢獻。他們不鼓勵員工坐在后面執行指令。員工擁有生產尖端產品的能力，整個公司都能將其推向市場。他們還可以制定提高公司效率的方法。這是維珍集團的一個突出特點。在產品開發方面，每個人都有發言權。維珍集團的管理風格鼓勵員工保持競爭力。這最終會在員工心中建立一種愿望，希望看到公司取得成功，以便他們能夠被認可為新的創新商業模式的貢獻者。
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.
維珍集團的管理層和領導層之間沒有明確的界限。轉型型領導來自公司的高管和高級管理人員。理查德·布蘭森爵士和其他公司高管制定了統一的目標。集團內的各個公司將努力實現這些目標。這些雄心勃勃的目標包括利用新技術、拓展國際市場、與其他現有公司建立合資企業以及客戶忠誠度。在這一管理層制定的目標傳達給公司的每一位員工。這是一個有益的戰略，它為每個員工提供了一項任務，以促進團隊的使命。高級管理層懇求員工以能夠補充公司的方式輸出他們的技能。這項努力背后的理念是推進這樣一種理念，即團隊的全部利益最終將為每一位參與者帶來個人利益。團隊的貢獻最終將為經理、員工、股東、高管和客戶帶來回報。
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.
維珍集團的一個理想特點是其組織結構。通過其結構，該公司成功地克服了與擴張相關的挑戰。像維珍集團這樣的龐大組織必須探索處理公司內部海量信息的方法。通過其扁平的組織結構圖，維珍集團有限公司能夠輕松處理其龐大的業務組合。橫向指揮鏈的減少意味著部門間的溝通得到加強。
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.
隨著層級的下移，較低級別的管理層往往更專注于公司的管理。盡管管理者總是鼓勵領導，但需要一定程度的嚴格管理才能確保任務完成。公司內部的不同部門具有不同的管理職能。在維珍集團，經理們有幾個廣泛的目標。由于公司的不同部門都專門從事其運營，因此需要訓練有素的合格管理人員來有效管理。在大多數情況下，公司雇傭的管理人員在其專業領域具有堅實的背景。他們還必須通過展示成功的成就記錄來證明自己有能力。維珍集團內的經理全權負責確保有效執行部門運營所需的日常運營。
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。由于該集團是由多家公司組成的無定形公司，因此組織在整合流程方面非常關鍵。首先，該公司有許多目標需要實現，如擴大全球影響力和建立客戶忠誠度。最高管理人員負責確定這些目標，并將其提供給整個公司。同一位高管必須確保這些目標是可以實現的，以便員工能夠很好地接受這些目標。但是，應謹慎行事，以確保員工沒有被充分利用。具有挑戰性的目標對于員工來說很重要，因為他們覺得自己正在從事有意義的任務。在部門內組織這些目標將確保實現具體目標。每個部門都有各自的專門目標，旨在提高市場份額，改進產品和服務。
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.
隨著層級結構向初級員工發展，目標變得更加精確和短暫。在實施層面設定的目標很容易實現，因為它們非常具體。這些具體目標由部門經理制定，并與整個集團的目標密切相關。這種信息傳遞系統使公司能夠在實現高管設定的目標的過程中保持正軌。維珍是一個活生生的證據，證明這種組織是商業成功的主要前提。將一般目標分解為可操作點是維珍公司的一個可取特點。
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.
在維珍集團的業務中，通過多種不同的戰略實現了健康可行的組織結構。轉型領導是公司取得巨大成功的戰略之一。這一戰略使不同背景和能力的人能夠共享一個共同的目標。通過合作，團隊可以將成員的努力結合起來，朝著實現共同目標而努力。轉型型領導讓每個人都有平等的機會毫無保留地發揮自己的能力。對維珍集團業務的批判性審查表明，其多才多藝和創新的員工隊伍是由于轉型領導層的到位。這與交易型領導形成鮮明對比，在交易型領導中，員工根據績效獲得薪酬。這種領導方式的缺點是，它滋生了貪婪的員工，他們的目標是盡可能地積累獎勵。
Conclusion 結論
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總結維珍集團有限公司的領導和管理層有很多值得學習的地方。這家公司在各個行業都占據了一席之地。它還證明，只要有奉獻和承諾，一切都是可能的。通過董事長理查德·布蘭森爵士的干練領導，管理團隊想出了管理維珍集團等大型企業的獨特方案。在很大程度上，維珍集團的成功直接歸功于布蘭森爵士的投入。他成功地開啟了管理的新篇章，這與傳統方法不同。他的自由和包容態度是可取的。管理層和領導層之間有著令人生畏的融合。對這兩個要素的批判性審查表明，兩者之間沒有明確的界限：這一特性對公司來說非常有效。本站提供各國各專業Case Study代寫或寫作指導服務，如有需要可咨詢本平臺。
