Dissertation寫作輔導(dǎo)范例：Growth And Change Management In Hyundai
Dissertation輔導(dǎo)范例-現(xiàn)代汽車的成長和變革管理。本文是一篇帶有案例分析的Dissertation范文節(jié)選部分，主要在講述經(jīng)濟需要更加平衡，也需要有一個方向。這在許多領(lǐng)域都是正確的，比如醫(yī)療保健產(chǎn)品的分銷、環(huán)境、勞動力以及貿(mào)易方面的標(biāo)準(zhǔn)。實現(xiàn)公司目標(biāo)的愿景、使命和計劃需要與組織長期議程中設(shè)定的目標(biāo)同步。戰(zhàn)略需要絕對明確，價值觀需要明確界定。組織的價值觀應(yīng)與利益相關(guān)者的價值觀保持一致。這種協(xié)調(diào)將通過整合流程、程序和政策來實現(xiàn)，取得成功是不可避免的。如果與相關(guān)個人的愿景和目標(biāo)相匹配，長期目標(biāo)將更好地實現(xiàn)。決策過程需要一致，也將與組織一起努力實現(xiàn)個人抱負(fù)。現(xiàn)代汽車的管理層和員工之間應(yīng)該始終進行對話，以便公開每一個問題和需求，協(xié)作學(xué)習(xí)，建立系統(tǒng)，實現(xiàn)信息共享。現(xiàn)代汽車的要求是在做出決定時賦予員工一些權(quán)力。變革管理將是成功的，因為管理層將給出方向，提供愿景，并向有權(quán)實施變革的高層提供愿景。下面就一起來看一下這篇dissertation代寫輔導(dǎo)參考節(jié)選內(nèi)容。
One of South Korea’s largest conglomerates Hyundai group displayed extraordinary growth ever since it was founded in 1947. The area of growth covered car manufacturing, ship building, construction work, electronics and finance related services. The growth pattern of Hyundai was directly linked to the reconstruction programs of South Korea after World War II and the Korean War and also the state led capitalism whose effect could be seen in the polarization of the corporate culture in the country and the increase in many more conglomerates.One of the major company’s of Hyundai is the Hyundai Motor Company and is the fifth largest auto maker as per the latest survey. Its headquarters are in Seoul, South Korea (Kirk, 1994, pp213).Hyundai operates the world’s largest integrated automobile manufacturing facility in Ulsan and it is capable of producing 1.6 million units annually. The number of company employees is about 75,000 persons around the world. Hyundai vehicles are sold in 193 countries through around 6,000 dealerships and showrooms all over the world. The Hyundai logo, which is a slanted and stylized ‘H’, symbolizes the company shaking hands with its customer. The word ‘Hyundai’ translates from the word “modernity”, and is pronounced as “Hyon-dae” in Korean. The Hyundai Motor Company was founded by Chung Ju Yung.
韓國最大的企業(yè)集團之一現(xiàn)代集團自1947年成立以來，表現(xiàn)出非凡的增長。增長領(lǐng)域包括汽車制造、造船、建筑工程、電子和金融相關(guān)服務(wù)。現(xiàn)代汽車的增長模式與第二次世界大戰(zhàn)和朝鮮戰(zhàn)爭后韓國的重建計劃以及國家主導(dǎo)的資本主義直接相關(guān)，其影響可以從該國企業(yè)文化的兩極分化和更多企業(yè)集團的增加中看出。現(xiàn)代汽車的主要公司之一是現(xiàn)代汽車公司，根據(jù)最新調(diào)查，它是第五大汽車制造商。其總部位于韓國首爾（Kirk，1994，第213頁）。現(xiàn)代汽車在蔚山運營著世界上最大的綜合汽車制造廠，每年可生產(chǎn)160萬輛。公司員工人數(shù)在全球約為75000人。現(xiàn)代汽車通過全球約6000家經(jīng)銷商和展廳在193個國家銷售。現(xiàn)代汽車的標(biāo)志是一個傾斜和風(fēng)格化的“H”，象征著該公司與客戶握手。“現(xiàn)代”一詞翻譯自“現(xiàn)代性”一詞，在韓語中發(fā)音為“Hyon dae”。現(xiàn)代汽車公司是由鄭汝庸創(chuàng)立的。
The company vision – ‘Our team provides value for your future’
公司愿景——“我們的團隊為您的未來提供價值”
The company mission – ‘To pursue excellence and deliver cars that inspire, so you can live your life’
公司的使命——“追求卓越，交付鼓舞人心的汽車，讓你過上自己的生活”
In 1947 Chung Ju Yung founded the Hyundai Engineering and Construction Company. The year 1967 was the year in which the Hyundai Motor Company was established. The first model of the company was the Cortina, and it was released jointly with Ford Motor Company in 1968. In 1975, the first Korean car ‘Pony’ was released. Its styling was by Giorgio Giugiaro of ItalDesign and possessed the ‘powertrain’ technology provided by Japan’s Mitsubishi Motors. Exports started the following year to Ecuador and soon thereafter to the Benelux countries. The year 1991 saw the company succeed in developing its first proprietary gasoline engine, the four-cylinder Alpha, and transmission. This led to paving the way for technological independence.In 1983, Hyundai exported the Pony to Canada. This was not done in the United States as it didn’t pass emissions standards there. The Canadian sales figures exceeded expectations completely. This was clearly seen when it was at one point the top selling car in the Canadian market. The Pony afforded a much higher degree of quality and refinement in the lowest price auto segment when compared to the Eastern-bloc imports of the period which were available at that point of time.
1947年，鐘居庸創(chuàng)立現(xiàn)代工程建設(shè)公司。1967年是現(xiàn)代汽車公司成立的一年。該公司的第一款車型是Cortina，并于1968年與福特汽車公司聯(lián)合發(fā)布。1975年，第一輛韓國汽車“Pony”問世。它的造型由意大利設(shè)計公司的Giorgio Giugiaro設(shè)計，并擁有日本三菱汽車公司提供的“動力總成”技術(shù)。次年開始向厄瓜多爾出口，此后不久又向比荷盧三國出口。1991年，該公司成功開發(fā)了其首款專有汽油發(fā)動機，四缸阿爾法發(fā)動機和變速器。這為技術(shù)獨立鋪平了道路。1983年，現(xiàn)代汽車將小馬出口到加拿大。美國沒有這樣做，因為它沒有通過排放標(biāo)準(zhǔn)。加拿大的銷售數(shù)字完全超出了預(yù)期。當(dāng)它一度成為加拿大市場上最暢銷的汽車時，這一點就顯而易見了。與當(dāng)時的東方集團進口產(chǎn)品相比，Pony在最低價格的汽車領(lǐng)域提供了更高程度的質(zhì)量和精致度。
In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as “Best Product 10a€3 by the Fortune magazine. This was largely because of its affordability. The company began to produce models with its own technology in 1988. The beginning was with the midsize Sonata.In 1996, Hyundai Motors India Limited was started with a production plant in Irrungattukotai near Chennai in India.The year 1998 saw major changes happening in Hyundai as started to change its image in an attempt to establish itself as a world class brand. Chung Ju Yung transferred the reigns of Hyundai Motor to his son, Chung Mong Koo, this was in 1999. Hyundai’s parent company, Hyundai Motor Group, invested heavily. This investment was in quality, design, manufacturing, and future research of its vehicles. The addition of the 10-year or 100,000-mile warranty for cars sold in the United States showed an aggressive marketing related campaign.In 2004 a survey by JD Power and Associates Hyundai was ranked second in terms of initial quality. Currently, Hyundai is one of the top 100 most valuable brands worldwide. Hyundai has also been one of the official sponsors of the FIFA World Cup ever since 2002.
1986年，現(xiàn)代汽車開始在美國銷售汽車，Excel被提名為《財富》雜志評選的“最佳產(chǎn)品10”。這主要是因為它的可負(fù)擔(dān)性。該公司于1988年開始使用自己的技術(shù)生產(chǎn)模型。開始是中型索納塔。1996年，現(xiàn)代汽車印度有限公司在印度金奈附近的Irrungatukotai建立了一家生產(chǎn)工廠。1998年出現(xiàn)了主要的c現(xiàn)代汽車發(fā)生的變化開始改變其形象，試圖將自己打造成世界級品牌。1999年，鄭汝庸將現(xiàn)代汽車的統(tǒng)治權(quán)移交給了他的兒子鄭夢古。現(xiàn)代汽車的母公司現(xiàn)代汽車集團進行了大量投資。這項投資用于其車輛的質(zhì)量、設(shè)計、制造和未來研究。在美國銷售的汽車增加了10年或10萬英里的保修，這表明了一場積極的營銷活動。2004年，JD Power and Associates的一項調(diào)查顯示，現(xiàn)代汽車在初始質(zhì)量方面排名第二。目前，現(xiàn)代汽車是全球最有價值的100個品牌之一。自2002年以來，現(xiàn)代汽車一直是國際足聯(lián)世界杯的官方贊助商之一。
Organization Culture and Structure 組織文化與結(jié)構(gòu)
The Hyundai Motor Company (HMC) was established under the leadership of Ju Young Chung backed by a unified and centralized management structure. He exercised the authoritarian style of leadership. The decision making process was carried out by the Chung family. The positive out of this was that such an ownership and structure gave Hyundai Motor Company the power to pursue the external agents and develop long term relationship with them. This was seen when Hyundai Motor Company entered into an alliance with Ford. The chairman refused to transfer his authority to Ford in any way (Russell, 2007, pp.57). The entire financial and personnel support was from HMC’s mother company, the Hyundai Engineering & Construction Company. This gave him the edge as it was also owned and managed by Ju Young Chung, and thus he could steer HMC in any way.
現(xiàn)代汽車公司（HMC）是在Ju Young Chung的領(lǐng)導(dǎo)下成立的，以統(tǒng)一和集中的管理結(jié)構(gòu)為后盾。他實行獨裁的領(lǐng)導(dǎo)風(fēng)格。這個決策過程是由鐘家族完成的。積極的一面是，這樣的所有權(quán)和結(jié)構(gòu)賦予現(xiàn)代汽車公司追求外部代理商并與他們發(fā)展長期關(guān)系的權(quán)力。當(dāng)現(xiàn)代汽車公司與福特汽車公司結(jié)成聯(lián)盟時，人們就看到了這一點。主席拒絕以任何方式將權(quán)力移交給福特（Russell，2007，第57頁）。所有的資金和人員支持都來自HMC的母公司現(xiàn)代工程建設(shè)公司。這給了他優(yōu)勢，因為它也是由Ju Young Chung擁有和管理的，因此他可以以任何方式指導(dǎo)HMC。
An employee who worked with HMC from the year 1985 to 1996 said that not all executives are affiliated with the Chung family. He stated that they had a few talented professional managers. But the only this was that they never objected to any directions given by the chairman. To be more precise it was next to impossible to present any opinions with regard to anything different from that of Chung’s. Anyone who disagreed or even said a word against Chung’s decisions would and should be ready to be fired the very next day. He even went on to say that Hyundai’s entry to U.S. market was Chairman Chung’s personal ambition leading the way. But in retrospect he also agreed that without Chung’s drive, Hyundai’s entry into the U.S. market would have been delayed until and unless its technology was comparable to the Japanese or European automakers. Chung’s mode of bulldozer leadership was effective and was clearly seen also with Hyundai’s success.
一位曾于1985年至1996年在HMC工作的員工表示，并非所有高管都隸屬于鐘家族。他說，他們有一些才華橫溢的職業(yè)經(jīng)理人。但唯一的一點是，他們從未反對主席的任何指示。更確切地說，幾乎不可能對與鐘的不同之處提出任何意見。任何人如果不同意鐘的決定，甚至說了一句反對鐘的話，都會而且應(yīng)該做好第二天被解雇的準(zhǔn)備。他甚至說，現(xiàn)代汽車進入美國市場是鐘董事長個人的雄心壯志。但回想起來，他也同意，如果沒有鐘的駕駛，現(xiàn)代汽車進入美國市場的時間將被推遲，除非其技術(shù)能夠與日本或歐洲汽車制造商相媲美。鐘的推土機領(lǐng)導(dǎo)模式是有效的，現(xiàn)代汽車的成功也清楚地表明了這一點。
After successfully leading Hyundai Motor Company (HMC) in order to gain entry in the North American market, Ju Young Chung handed over the reigns of the Hyundai group and Hyundai Motor Company to his younger brother, Se Young Chung. This was in the year 1987. The new leadership of HMC followed a very different organizational culture if compared to Ju Young Chung’s time. The chairman made attempts to inspire HMC with the new thought process. This was “harmonious human relations, autonomous management, responsibility management, and equal opportunity.” Thus it drove out the previous emperor leadership concept by the delegation of responsibility as well as authority to the various professionals employed by the organization. This change led to a change in focus with regard to strategy. 1987-1988 Se Young Chung redesigned the HMC and the main aim was to improve the production efficiency which was done by shuffling or merging the various job related functions. The most noticed change in the organization chart was the conversion from a functional organization to a divisional organization. This aimed at providing efficient control and evaluation, developed motivation of the management, improved the ability to cope with market diversification and reduction of the cost. The democratization of Hyundai was affected by the political democratization movements in Korean society in the late 80s. This led to a series of labor versus management disputes. HMC was definitely not an exception. In 1996, Se Young Chung passed on his leadership to his son, Mong Kyu Chung. He inherited not only got the title but inherited the leadership style of his father. This allowed HMC to have a smooth transition with very little turmoil. He had a broader vision. He set up a brand new vision which was aimed at a position in the world top-10 automaker ranking in the 21st century and this was possible by occupying four percent of the world auto market. Thus, the primary strategic focus was placed on improving of image of the brand and consumer satisfaction. This would be carried out via more intense product quality movement, value management, and market globalization.
在成功領(lǐng)導(dǎo)現(xiàn)代汽車公司（HMC）進入北美市場后，朱英鐘將現(xiàn)代集團和現(xiàn)代汽車公司的統(tǒng)治權(quán)交給了他的弟弟Se Young Chung。這是在1987年。與朱英中時代相比，HMC的新領(lǐng)導(dǎo)層遵循了一種截然不同的組織文化。主席試圖用新的思維過程來激勵HMC。這就是“和諧的人際關(guān)系、自主的管理、負(fù)責(zé)任的管理和平等的機會”因此，它通過將責(zé)任和權(quán)力下放給該組織雇用的各種專業(yè)人員，推翻了前皇帝的領(lǐng)導(dǎo)理念。這一變化導(dǎo)致戰(zhàn)略重點發(fā)生了變化。1987年至1988年，Se Young Chung重新設(shè)計了HMC，其主要目的是通過改組或合并各種與工作相關(guān)的功能來提高生產(chǎn)效率。組織結(jié)構(gòu)圖中最引人注目的變化是從職能組織轉(zhuǎn)變?yōu)樗炯壗M織。這旨在提供有效的控制和評估，發(fā)展管理動機，提高應(yīng)對市場多元化和降低成本的能力。現(xiàn)代汽車的民主化受到80年代末韓國社會政治民主化運動的影響。這導(dǎo)致了一系列勞資糾紛。HMC當(dāng)然也不例外。1996年，Se Young Chung將他的領(lǐng)導(dǎo)權(quán)交給了他的兒子Mong Kyu Chung。他繼承的不僅得到了頭銜，而且繼承了他父親的領(lǐng)導(dǎo)風(fēng)格。這使得HMC能夠順利過渡，幾乎沒有什么混亂。他有更廣闊的視野。他提出了一個全新的愿景，目標(biāo)是在21世紀(jì)的世界前十大汽車制造商排行榜上占據(jù)一席之地，這是通過占據(jù)世界汽車市場4%的份額而實現(xiàn)的。因此，主要戰(zhàn)略重點放在提高品牌形象和消費者滿意度上。這將通過更激烈的產(chǎn)品質(zhì)量運動、價值管理和市場全球化來實現(xiàn)。
Mong Kyu Chung was also responsible for introducing the team system into the organization, along with more importance to compensation which was performance based. The 1997 East Asian crisis dealt a heavy blow to all the Korean conglomerates. In 1997 and 1998 half of the top 30 of them, including Daewoo, went into bankrupt. This crisis was faced by the Hyundai Group too. This moved the Hyundai group into restructuring its businesses. Almost 70 of the Hyundai affiliates were spun off between 1999 and 2000. The Hyundai group got a lot of public criticism because its restructuring plan was mainly focusing on dividing the property among the family members and followed no management related rationale. HMC was also the main money source of the Hyundai group and was given to MongKoo Chung who was the chairman from 1999 and was also the first living son of JuYoung Chung. This opinion was that he was the image of his father and had led HMC to a more hierarchical decision-making structure and he also revived the bulldozer type of leadership. However, his strategic direction and organizational structure were not entirely different from the previous ones. While pursuing the global top-five position in 2010, he continued to emphasize on the improvement of product quality, management transparency, and brand value. One emerging challenge to the new leadership was how to cope with the warlike labor-management disputes.
Mong Kyu Chung還負(fù)責(zé)將團隊體系引入組織，并更加重視基于績效的薪酬。1997年的東亞危機對所有韓國企業(yè)集團造成了沉重打擊。1997年和1998年，包括大宇在內(nèi)的前30名中有一半破產(chǎn)了。現(xiàn)代集團也面臨著這場危機。這促使現(xiàn)代集團開始重組其業(yè)務(wù)。現(xiàn)代汽車的近70家附屬公司在1999年至2000年間被剝離。現(xiàn)代集團受到了很多公眾的批評，因為其重組計劃主要集中在將財產(chǎn)分配給家庭成員，而沒有遵循與管理相關(guān)的理由。HMC也是現(xiàn)代集團的主要資金來源，并交給了1999年起擔(dān)任董事長的MongKoo Chung，他也是JuYoung Chung在世的第一個兒子。這種觀點認(rèn)為，他是他父親的形象，帶領(lǐng)HMC建立了一個更具層次性的決策結(jié)構(gòu)，他還恢復(fù)了推土機式的領(lǐng)導(dǎo)。然而，他的戰(zhàn)略方向和組織結(jié)構(gòu)與以前并沒有完全不同。在2010年追求全球前五的同時，他繼續(xù)強調(diào)提高產(chǎn)品質(zhì)量、管理透明度和品牌價值。新領(lǐng)導(dǎo)層面臨的一個新挑戰(zhàn)是如何應(yīng)對戰(zhàn)爭般的勞資糾紛。
The current organization chart is shown below –
當(dāng)前組織結(jié)構(gòu)圖如下所示——
External and internal environment 外部和內(nèi)部環(huán)境
Hyundai is very dedicated towards providing great quality of service, support system and product. This is their policy be it their employees, dealers or customers. Starting from the top all members of the organization is driven by quality and also they strive for the continuous improvement process all across the board. This is mainly true in the area of cost, technological advancement, and efficient operations. Their management is very strongly into conducting business practices which are ethical and lead to creating long term partnerships be it with suppliers, customers or employees. They are the people who are the support system for achieving as well maintaining their competitive advantage, cost savingpurpose and also maintain the technological edge. All this is done while they remain sensitive and receptiveto the diverse communities they operate in. The price review of the stocks and also the brand new and old customers leads them to believe that they are doing a great job with their current business strategies. Their stability, efficiency, and profitabilitygoes a long way inestablishing and holding true their credibility to their shareholders and stakeholders. If they can continue to be so responsive to their customer′s needs, innovative in their processes, services, and products they should have no foreseeable problems. Clearly, Hyundai has become a leader and innovator of quality affordable automobiles for a number of years. They have achieved this because they were nimble and flexible enough to respond to changes in their marketplace and because they have kept their eye on quality, cost, and customer service. Since Hyundai is a worldwide organization they have also had to make the most of their diverse work force, as well as, overcome many regulatory, socio-cultural, and environmental variables of doing business in a multicultural and multi-ethical environment.
現(xiàn)代非常致力于提供高質(zhì)量的服務(wù)、支持系統(tǒng)和產(chǎn)品。這是他們的政策，無論是員工、經(jīng)銷商還是客戶。從最高層開始，組織的所有成員都受到質(zhì)量的驅(qū)動，他們也努力實現(xiàn)全面的持續(xù)改進過程。這主要體現(xiàn)在成本、技術(shù)進步和高效運營方面。他們的管理層非常重視開展合乎道德的商業(yè)實踐，并與供應(yīng)商、客戶或員工建立長期合作伙伴關(guān)系。他們是實現(xiàn)和保持競爭優(yōu)勢、節(jié)約成本和保持技術(shù)優(yōu)勢的支撐系統(tǒng)。所有這些都是在他們保持敏感并接受他們所處的不同社區(qū)的同時完成的。對股票以及全新和老客戶的價格評估使他們相信，他們在當(dāng)前的商業(yè)戰(zhàn)略方面做得很好。他們的穩(wěn)定性、效率和盈利能力在很大程度上無法建立和保持他們對股東和利益相關(guān)者的信譽。如果他們能夠繼續(xù)如此響應(yīng)客戶的需求，在流程、服務(wù)和產(chǎn)品方面進行創(chuàng)新，他們就不會出現(xiàn)可預(yù)見的問題。很明顯，多年來，現(xiàn)代汽車已經(jīng)成為高品質(zhì)平價汽車的領(lǐng)導(dǎo)者和創(chuàng)新者。他們之所以能做到這一點，是因為他們足夠靈活，能夠應(yīng)對市場的變化，也因為他們一直關(guān)注質(zhì)量、成本和客戶服務(wù)。由于現(xiàn)代汽車是一家全球性組織，他們還必須充分利用其多樣化的勞動力，并克服在多元文化和多重道德環(huán)境中開展業(yè)務(wù)的許多監(jiān)管、社會文化和環(huán)境變量。
The first Step would be to outline the Porter’s five forces (William, 2003, pp.126)which are mentioned in the diagram below –
第一步是概述波特的五種力量（William，2003，第126頁），如下圖所示——
Competitive Rivalry within an industry
行業(yè)內(nèi)的競爭
Bargaining power of Customers
客戶的議價能力
Threat of new Entrants
新進入者的威脅
Threat of substitute Products
替代產(chǎn)品的威脅
Bargaining power of Suppliers
供應(yīng)商的議價能力
There is a new entrant threat which exists from countries like China as well as Japan. They might work in such a manner that they grab majority share in the market. The buyers can bargain for much more. Price dissatisfaction is one of the main reasons why the shift would happen on the part of the buyers. Substitution threat is not too high as not many substitutes exist in the market. The only threat would be from modes of transport which are for public use. The level of competition is very high as many believe in growth through gaining on the competitions market share. The power of the supplier to bargain is low even though everything is not manufactured some of the parts are sourced too. The manufactures have the freedom to move to other suppliers also.
中國和日本等國都存在新的進入威脅。他們的工作方式可能會讓他們在市場上占據(jù)多數(shù)份額。買家可以討價還價。價格不滿是買家轉(zhuǎn)變的主要原因之一。替代品的威脅并不太高，因為市場上沒有太多的替代品。唯一的威脅來自公共交通方式。競爭水平非常高，因為許多人相信通過獲得競爭市場份額來實現(xiàn)增長。供應(yīng)商討價還價的能力很低，即使所有的東西都不是制造的——有些零件也是采購的。制造商也可以自由地轉(zhuǎn)移到其他供應(yīng)商那里。
The environment should be constantly studied. The environment may be internal or could be external as well. The analysis of the situation also needs to be carried out so that everything is in accordance with the policy, strategy and the goals set by the management for the organization. The same way the analysis of Hyundai is conducted which will help to understand the opportunity, strengths, threats and weaknesses which are internal and external. Technically what we are talking about is SWOT of Hyundai. The competency which the company possesses which forms the core of its operation is assessed with the help of this and the decision related to results and performance can be taken. All analysis techniques would be aimed at only one thing which is improvement of the quality of the service as well the product offered by the organization. The basic steps for the process would similar always only the application sequence would be organization sensitive. The procedure would help the organization come up with improvement related opportunities. The process which is followed in the present time has to be documented so that future reference is available (Goetsch, 2003, pp.422). The process related to improvement needs a vision and this helps. The improvement effort in this way is more channelized; the goals are clear and easily achieved. The leaders which would be the owners or the management need to support the process. The top to down approach should be followed. The main agenda should be that all people involved be it top management or the lowest ranks should have clarity relate to aims and objectives as it will affect all. The level of confidence as well as communication ability is critical for this process to be successful. The final outcome would also be high quality.
應(yīng)該不斷地研究環(huán)境。環(huán)境可能是內(nèi)部的，也可能是外部的。還需要對情況進行分析，以便一切都符合管理層為組織制定的政策、戰(zhàn)略和目標(biāo)。以同樣的方式對現(xiàn)代汽車進行分析，這將有助于了解內(nèi)部和外部的機會、優(yōu)勢、威脅和弱點。從技術(shù)上講，我們談?wù)摰氖乾F(xiàn)代汽車的SWOT。借助于此評估公司所擁有的構(gòu)成其運營核心的能力，并可以做出與結(jié)果和績效相關(guān)的決策。所有的分析技術(shù)都只針對一件事，那就是提高組織提供的服務(wù)和產(chǎn)品的質(zhì)量。流程的基本步驟是相似的——總是只有應(yīng)用程序序列是組織敏感的。該程序?qū)椭M織找到與改進相關(guān)的機會。目前所遵循的過程必須記錄在案，以便將來可以參考（Goetsch，2003，第422頁）。與改進相關(guān)的過程需要一個愿景，這會有所幫助。這種方式的改進努力更加渠道化；目標(biāo)明確且容易實現(xiàn)。作為所有者或管理層的領(lǐng)導(dǎo)者需要支持這一過程。應(yīng)遵循自上而下的方法。主要議程應(yīng)該是，所有相關(guān)人員，無論是最高管理層還是最低級別的人員，都應(yīng)該明確目標(biāo)和目標(biāo)，因為這將影響所有人。信心水平和溝通能力對于這一過程的成功至關(guān)重要。最終結(jié)果也將是高質(zhì)量的。
The SWOT analysis for Hyundai Motor Company is as follows –
現(xiàn)代汽車公司的SWOT分析如下：
Strengths:
優(yōu)勢：
Pricing
定價
Quality
質(zhì)量
Warranties
保證
Availability/distribution channels
可用性/分銷渠道
Weaknesses:
弱點：
Questionable branding
令人質(zhì)疑的品牌
Depreciation/trade in value
折舊/折價
Lack of consumer information: especially on their web site
缺乏消費者信息：尤其是在他們的網(wǎng)站上
Opportunities:
機會：
Green alternatives and hybrid cars
綠色替代品和混合動力汽車
Technological innovations/research/development of same
技術(shù)創(chuàng)新/研究/開發(fā)
Better integration of web site for customer product information and company profile information
更好地整合客戶產(chǎn)品信息和公司簡介信息的網(wǎng)站
Threats:
威脅：
Political
政治的
Trade
貿(mào)易
Socio-economical
社會經(jīng)濟
Other regulatory constraints: especially those linked with environmental issuesand manufacturing.
其他監(jiān)管限制：尤其是與環(huán)境問題和制造業(yè)有關(guān)的限制。
Change Management 變更管理
Change stands at the heart of any leadership. Organizational culture is one of many situational variables that have emerged as being pivotal while understanding the success of any leaders’ efforts with regard to implementing any change initiatives. In this sternly ‘shark eat shark’ business world, the main aim of most of the firms is to establish distinctive and unique capabilities towards gaining a competitive advantage in the marketplace while utilizing the most of their core competencies. So it is important to understand what competencies are. Competencies refer to the fundamental knowledge owned by the firm i.e., knowledge, know-how, experience, innovation and unique information, and to be specific they are not confined to functional domains only but cut across the firm and its organizational boundaries (Lowson, 2002). In today’s world, being it is only the degree of dissimilarity from the ‘beaten path’ that provides one with the cutting edge. If the aim is to deliver a unique mix of the values, a gamut of activities need to adopted keeping in mind the present market situation. Thus, one gets the capability which enables him to execute specific activities, at the same instance being able to work meaningfully between the activities and therefore extending the ‘cutting edge).The all-important exercise now, would remain the development of a unique path ahead, utilizing all resources at one’s service, yet mindful of the environmental realities. It would be through the above mentioned unique capabilities that the outfit would better its chances of maintaining the competitive advantage. The concept of competition everywhere, including the domestic as well as international scenario has crossed into another realm of its own. The emphasis on performance and the quality of product has surpassed the impediments that once existed to control the price of the product. Hence, vigorous product management during the development process itself forms the backbone of the competitive edge accrued. Organizational culture governs the degree of success that can be brought about by any attempt to effect organizational behaviour.The very Conceptual model of change as well as the inherent process models adopted for organizational change have undergone a change thereby highlighting the importance of culture in enabling entrepreneurs/ leaders in their attempts to transform the norms, attitudes, and general disposition of the employees emulating them in their outfits.Gagliardi’s model of 1986 (Tim, 2003, pp.53)for cultural change explains the varying effects of change which are incremental, apparent and path breaking when compared with the prevailing norms of culture. Attempts to effect change, when exercised, keeping in mind the abovementioned strategic outlook effectively extend, reinforce or even at times, weaken existing presumptions and standards caught up by the steps to initiate the change. The bulwark of methodologies and market tactics are always the cultural aspects. It is these aspects that decide if leaders are to anticipate cultural adaptation, struggle or maybe even alterations as a consequence of their authority. Gagliardi’s Model also brings to ones notice the overbearing importance for any leader to bear in mind, the intense cultural effects stemming out of the techniques utilized by them to bring about change initiatives thereby effecting the organizational surroundings.
變革是任何領(lǐng)導(dǎo)力的核心。組織文化是許多情境變量中的一個，這些變量在理解任何領(lǐng)導(dǎo)者在實施任何變革舉措方面的成功與否時都是至關(guān)重要的。在這個“鯊魚吃鯊魚”的商業(yè)世界里，大多數(shù)公司的主要目標(biāo)是建立獨特的能力，在利用其大部分核心競爭力的同時，在市場上獲得競爭優(yōu)勢。因此，了解什么是能力是很重要的。能力是指企業(yè)擁有的基本知識，即知識、專有技術(shù)、經(jīng)驗、創(chuàng)新和獨特信息，具體而言，它們不僅限于職能領(lǐng)域，而且跨越企業(yè)及其組織邊界（Lowson，2002）。在當(dāng)今世界，只有與“老路”的不同程度才是最前沿的。若目標(biāo)是提供獨特的價值組合，則需要考慮到當(dāng)前的市場形勢，采取各種各樣的活動。因此，一個人獲得了執(zhí)行特定活動的能力，同時能夠在活動之間進行有意義的工作，從而擴展“前沿”）。現(xiàn)在最重要的工作仍然是制定一條獨特的前進道路，利用一切資源為自己服務(wù)，同時考慮到環(huán)境現(xiàn)實。正是通過上述獨特的能力，該機構(gòu)才能更好地保持競爭優(yōu)勢。世界各地的競爭概念，包括國內(nèi)和國際情況，已經(jīng)進入了自己的另一個領(lǐng)域。對產(chǎn)品性能和質(zhì)量的重視已經(jīng)超越了曾經(jīng)存在的控制產(chǎn)品價格的障礙。因此，在開發(fā)過程中進行強有力的產(chǎn)品管理本身就形成了積累競爭優(yōu)勢的支柱。組織文化決定了任何影響組織行為的嘗試所能帶來的成功程度。變革的概念模型以及組織變革所采用的固有過程模型都發(fā)生了變化，從而突出了文化在促使企業(yè)家/領(lǐng)導(dǎo)者嘗試改變員工在服裝中模仿他們的規(guī)范、態(tài)度和總體性格方面的重要性。Gagliardi 1986年的文化變革模型（Tim，2003，第53頁）解釋了與主流文化規(guī)范相比，變革的不同影響是漸進的、明顯的和突破性的。在實施變革時，牢記上述戰(zhàn)略前景，有效地擴展、加強甚至有時削弱了啟動變革的步驟所涉及的現(xiàn)有假設(shè)和標(biāo)準(zhǔn)。方法論和市場策略的堡壘始終是文化方面。正是這些方面決定了領(lǐng)導(dǎo)人是否要預(yù)見文化適應(yīng)、斗爭，甚至可能因其權(quán)威而發(fā)生變化。Gagliardi的模型也讓人注意到，任何領(lǐng)導(dǎo)者都必須牢記其至高無上的重要性，以及他們?yōu)閷崿F(xiàn)變革而使用的技術(shù)所產(chǎn)生的強烈文化影響，從而影響組織環(huán)境。
Hyundai Motor Company enjoys the status of the largest auto-manufacturing set up in South Korea as well as the distinction of being considered the fifth largest industry on the globe. It boasts of a capacity to manufacture 1.6 million units per annum. The strength of the Hyundai fraternity lies in their ability to lay stress at every level of its production management system, thereby catapulting them to their present day status as also enabling the coveted competitive edge that forms any mediocre company’s yearning (Worldwide Hyundai, 2008). The production house has grown to spread its branches the world over, particularly Europe, Asia & the US. Wecan thus safely assume that the key ingredients which enable a worldwide leader the ‘cutting edge’ are as follows:-
現(xiàn)代汽車公司是韓國最大的汽車制造企業(yè)，也是全球第五大汽車工業(yè)。它擁有每年生產(chǎn)160萬臺的能力。現(xiàn)代兄弟會的力量在于他們能夠在生產(chǎn)管理系統(tǒng)的各個層面施加壓力，從而將他們推到今天的地位，同時也實現(xiàn)了任何平庸公司所渴望的令人垂涎的競爭優(yōu)勢（Worldwide Hyundai，2008）。這家生產(chǎn)公司已經(jīng)發(fā)展到將其分支機構(gòu)遍布世界各地，尤其是歐洲、亞洲和美國。因此，我們可以放心地假設(shè)，使全球領(lǐng)導(dǎo)者成為“前沿”的關(guān)鍵因素如下：-
Explain, all that the company achieved which would lead to the attrition, gradual dissipation and at a later stage even complete failure of the competitive advantage that it enjoyed?
解釋一下，該公司所取得的一切，會導(dǎo)致其所享有的競爭優(yōu)勢的流失、逐漸消散，甚至在后期完全失效？
Explain, all that the company needs to undertake in order to enable it to sustain role in providing it the competitive advantage?
解釋一下，公司需要承擔(dān)的一切，以使其能夠在提供競爭優(yōu)勢方面發(fā)揮作用？
In any company, it is the management which is solely accountable for ensuring that the former stays ahead of its competitors in the arena. Had it not been the competent and effective, the company would probably have lost its competitive edge advantage (the company’s standing in the market environment relative to other (competitor) companies. In keeping with all other leading industries, Hyundai too enjoys a huge competitive advantage when compared to its rival auto-manufacturing companies the world over. Also, Hyundai even risks suffering the erosion or eventual loss of its competitive advantage and position if the management will not be able to adapt to the changing market and customer need, specifically in car industries.
在任何公司中，管理層都全權(quán)負(fù)責(zé)確保前者在競技場上領(lǐng)先于競爭對手。如果它不是有能力和有效的，該公司可能會失去競爭優(yōu)勢（該公司在市場環(huán)境中相對于其他（競爭對手）公司的地位）。與所有其他領(lǐng)先行業(yè)保持一致，與世界各地的競爭對手汽車制造公司相比，現(xiàn)代汽車也享有巨大的競爭優(yōu)勢。此外，如果管理層無法適應(yīng)不斷變化的市場和客戶需求，特別是在汽車行業(yè)，現(xiàn)代汽車甚至有可能遭受競爭優(yōu)勢和地位的侵蝕或最終喪失。
The society also needs to be looked at and their needs to be met. This would pave the road for the organization to become a market leader. The pricing factor also needs to be constantly kept in mind as the consumers are very price sensitive. This would work to their advantage as the cars would become more affordable as well as quality cars. The models related to the industrial growth in order to be consistent as well as have the advantage over the competition need to be flexible and innovative so that it can deal with the risks which the internal and the external environment would make the organization face. Hyundai as a company also needs to do that by making its set up strong internally as well as externally so that it has an edge over the competition and their growth is steady and consistent. This is also affected by the fact that Hyundai has a global presence and also needs to grow through establishment of its manufacturing facilities all over the world. The departments which need to look into the development of the company needs to follow tiered research and utilize innovative ways and plans so that the high as well lower management is motivated for success as well as to give Hyundai the competitive edge over the competition. The growth in the present economy and market demands products which are new and improved and the costs as well as the market price is low. The Hyundai management and mangers need to be open to change as well as need to be creative in the process so that it can be turned for the benefit of the company. Hyundai has identified the sources for gaining the edge over the competition by making their core competencies strong and cutting edge so that no one can touch them. The position which the company enjoys as being the market leader needs to be sustained and consistent so that the long term goals are achieved and profitability grows. This is so at all levels in the organization. The merger which happened between two companies Hyundai and Kia is a very clear example of this (Orcullo, 2007, pp.48). The growth in the Korean automobile industry was consistent in terms of sales up to 1996 but the next year saw a major slump in the economy which had a very negative impact on the company and its growth. They managed and tackled this slump by expanding their facilities for production. During this time Kia went bankrupt. Kia as well as Asia Motors was merged with Hyundai. This also resulted in major reshuffling happening within the top management and was in accordance with the plan made by the owners for its success. Majority of the auto companies were restructuring their units as well as letting go a lot of their employees to reduce costs and handle this down turn. Many companies which were multinationals were acquiring the manufacturers for auto parts while this was going on.
社會也需要被審視，他們的需求也需要得到滿足。這將為該組織成為市場領(lǐng)導(dǎo)者鋪平道路。價格因素也需要時刻牢記，因為消費者對價格非常敏感。這將對他們有利，因為這些汽車將變得更實惠，也更優(yōu)質(zhì)。與產(chǎn)業(yè)增長相關(guān)的模式為了保持一致并在競爭中具有優(yōu)勢，需要具有靈活性和創(chuàng)新性，以便能夠應(yīng)對內(nèi)部和外部環(huán)境將使組織面臨的風(fēng)險。現(xiàn)代汽車作為一家公司，也需要通過在內(nèi)部和外部建立強大的機構(gòu)來做到這一點，這樣它才能在競爭中占據(jù)優(yōu)勢，并且他們的增長是穩(wěn)定和一致的。這也受到現(xiàn)代汽車在全球的影響，也需要通過在世界各地建立制造設(shè)施來發(fā)展。需要研究公司發(fā)展的部門需要遵循分層研究，利用創(chuàng)新的方式和計劃，從而激勵高層和下層管理層取得成功，并使現(xiàn)代汽車在競爭中具有競爭優(yōu)勢。當(dāng)前經(jīng)濟和市場的增長要求產(chǎn)品是新的和改進的，成本和市場價格都很低。現(xiàn)代汽車的管理層和管理者需要對變革持開放態(tài)度，也需要在變革過程中發(fā)揮創(chuàng)造性，以便將變革轉(zhuǎn)化為公司的利益。現(xiàn)代汽車已經(jīng)確定了在競爭中獲得優(yōu)勢的來源，通過使其核心競爭力強大和尖端，使任何人都無法觸及它們。公司作為市場領(lǐng)導(dǎo)者所享有的地位需要持續(xù)和一致，以實現(xiàn)長期目標(biāo)并提高盈利能力。這在組織的各個層面都是如此。現(xiàn)代和起亞兩家公司之間的合并就是一個非常明顯的例子（Orcullo，2007年，第48頁）。直到1996年，韓國汽車行業(yè)的銷售額一直在增長，但第二年經(jīng)濟出現(xiàn)了嚴(yán)重衰退，這對公司及其增長產(chǎn)生了非常負(fù)面的影響。他們通過擴大生產(chǎn)設(shè)施來應(yīng)對這一衰退。在此期間，起亞汽車破產(chǎn)了。起亞和亞洲汽車公司與現(xiàn)代汽車公司合并。這也導(dǎo)致了高層管理層內(nèi)部的重大改組，并符合所有者為其成功制定的計劃。大多數(shù)汽車公司正在重組其部門，并解雇大量員工，以降低成本并應(yīng)對這一下滑。在這一過程中，許多跨國公司正在收購汽車零部件制造商。
This process related to the auto industry in Korea led to the market becoming very confrontational. This was the case as the parties involved were affected by all the decisions which were taken. They were the labour related unions, government and its agencies as well as the company management. The merger in question had a very synergizing effect on the performance of the business of the automobile manufacturers. The group on the whole managed to save costs as all operations were integrated which was important for success. As the auto parts which had to be used were being shared it led to synergy happening on the front of the suppliers too. The design and development as well as Research departments also showed an effect on the costs as the platforms on which each operation was being carried out was integrated as a result of the merger. The power train development and the sharing of parts helped both the companies in getting down their costs and for their profitability to go up. Alignment of all the business functions was required as smooth integration was very important for future smooth operations. The group which would be formed as a result of this merger would possess specializations which were coordinated and would work towards cost saving and profitability improvement. The style of management at Hyundai was aggressive and the employee involvement practice for working followed by Kia was creative. Both of these coming together resulted in an organization culture which is competitive as well as successful be it while the economic slow down had happened or even later after recovery. The upturn which happened 1999 to 2000 helped in the recovery process of the two automobile manufacturers. Kia as a result of the merger came back from the dead and its revival was drastic and dramatic. Some of Hyundai’s strengths helped in this recovery process for Kia. These strengths were the auto part sharing as well as the utilization of the facilities for production as well as the technology. Kia with the help from Hyundai increased their sales as well as the share in the market and started to make steady performance in terms of finance and started following Hyundai’s trends. All these positives from the Kia Hyundai merger released them from the clutches of the courts in 2000. Now it was time to look at the long term growth plans and policies. The labour unions in the automobile industry serve as a major threat for them. They can resist any efforts related to integration of business and specialization of techniques. It is not that the labour unions have been sitting quietly. They have been working towards greatly affecting the procedure and plans for the restructuring of the business as well as employee management. The unions of Hyundai and Kia have taken this configuration of the business very positively and have not posed any opposition on the resource sourcing, research and development which is needed to be carried out keeping the uncertain future in mind. In this merger group the main concern is how to keep the union positive and cooperative so that they are less resistant to any change or decision which is critical for business. In 2001 the group made public their plans world towards becoming the 5th automobile group which is global. This was to be done by 210. The auto group which is Korean came into the industry late and thus it still has to work towards improving the image of the brand. In the domestic market both companies have only complimented each other and the only thing is that the growth is intense. In the mid of 1999 the market in Korea related to automobiles opened their gates to foreign makers too. This led to major competition increased and the boundaries were broken making the auto industry one. Now it was survival of the fittest. Hyundai a company in order to survive had to enhance their ability technologically with the help of their research and development department and also their process for manufacturing. The products needed to better quality than the competition as well more reliable. There is a dire need to constantly to make the brand seem superior and this can be done only with products that appeal to majority customers an they are chosen over the competitions products. The two companies need to work towards improving the parts supplied and the finance related abilities which is at this point of time quite low as compared to other advanced countries of the world. The positioning strategy is the next agenda which should be in the mind of the companies Kia and Hyundai. There needs to some kind of plan of how all the products from both the companies would be placed in the market as well pricing procedure needs to be clear. The strategy which they have been following is to position duplicates of each others car models. The management which is at a senior level is insistent on retaining their business related composition as on date and not have it changes courtesy the merger. This covers all car models. The long term agenda is not the same. The plan would be that the sectors related to various aspects of business be divided and the both the automobile manufacturers would work towards positioning their products in various demand markets. This is the way of working followed by auto giants like General Motors. Rather than working towards coming up with a new framework for business with respect to sales as well as manufacturing the management’s concern shifted to the fact that how would they get over the vested interest of the senior management in the current business policies and practices of their two organizations separately rather than working as one entity.
這一過程與韓國汽車行業(yè)相關(guān)，導(dǎo)致市場變得非常對抗。情況就是這樣，因為所做的所有決定都會影響到有關(guān)各方。它們是與工會有關(guān)的工會、政府及其機構(gòu)以及公司管理層。有關(guān)合并對汽車制造商的業(yè)務(wù)表現(xiàn)產(chǎn)生了非常協(xié)同的影響。由于所有業(yè)務(wù)都是一體化的，該集團總體上設(shè)法節(jié)省了成本，這對成功至關(guān)重要。由于必須使用的汽車零部件被共享，這也導(dǎo)致了供應(yīng)商之間的協(xié)同作用。設(shè)計和開發(fā)以及研究部門也顯示出對成本的影響，因為每次運營所基于的平臺都因合并而整合。動力傳動系的開發(fā)和零件共享幫助兩家公司降低了成本，提高了盈利能力。需要協(xié)調(diào)所有業(yè)務(wù)職能，因為順利整合對未來的順利運營非常重要。此次合并將形成的集團將擁有協(xié)調(diào)一致的專業(yè)知識，并致力于節(jié)約成本和提高盈利能力。現(xiàn)代汽車的管理風(fēng)格很激進，起亞遵循的員工參與工作的做法也很有創(chuàng)意。這兩者結(jié)合在一起，形成了一種既有競爭力又成功的組織文化，無論是在經(jīng)濟放緩的時候，還是在復(fù)蘇之后。1999年至2000年的好轉(zhuǎn)有助于這兩家汽車制造商的復(fù)蘇進程。起亞作為合并的結(jié)果起死扶傷，其復(fù)興是激烈而戲劇性的。現(xiàn)代汽車的一些優(yōu)勢幫助了起亞的復(fù)蘇進程。這些優(yōu)勢是汽車零部件共享以及生產(chǎn)設(shè)施和技術(shù)的利用。起亞在現(xiàn)代汽車的幫助下增加了銷量和市場份額，并開始在財務(wù)方面取得穩(wěn)定的表現(xiàn)，并開始追隨現(xiàn)代汽車的趨勢。2000年，起亞-現(xiàn)代合并帶來的所有這些積極因素使他們擺脫了法院的控制。現(xiàn)在是時候?qū)徱曢L期增長計劃和政策了。汽車行業(yè)的工會是他們的主要威脅。他們可以抵制任何與業(yè)務(wù)整合和技術(shù)專業(yè)化相關(guān)的努力。這并不是說工會一直在安靜地坐著。他們一直在努力極大地影響業(yè)務(wù)重組和員工管理的程序和計劃。現(xiàn)代和起亞的工會非常積極地對待這一業(yè)務(wù)配置，并沒有對需要進行的資源采購、研發(fā)提出任何反對意見，同時考慮到不確定的未來。在這個合并集團中，主要關(guān)注的是如何保持工會的積極性和合作性，使他們對任何對業(yè)務(wù)至關(guān)重要的變化或決定都不那么抗拒。2001年，該集團在全球范圍內(nèi)公開了其成為第五家全球汽車集團的計劃。這將在210之前完成。韓國汽車集團進入汽車行業(yè)較晚，因此仍需努力提高品牌形象。在國內(nèi)市場，兩家公司只是互相稱贊，唯一的是增長強勁。1999年中期，韓國與汽車相關(guān)的市場也向外國制造商敞開了大門。這導(dǎo)致了主要競爭的加劇，界限被打破，使汽車行業(yè)成為一體。現(xiàn)在是適者生存。現(xiàn)代汽車公司為了生存，必須在研發(fā)部門和制造工藝的幫助下提高技術(shù)能力。產(chǎn)品需要比競爭對手質(zhì)量更好，也更可靠。迫切需要不斷地讓品牌看起來更卓越，而這只能通過吸引大多數(shù)客戶的產(chǎn)品來實現(xiàn)，因為這些產(chǎn)品是在競爭產(chǎn)品中選擇的。這兩家公司需要努力提高供應(yīng)的零部件和財務(wù)相關(guān)能力，目前與世界其他先進國家相比，這一能力相當(dāng)?shù)汀６ㄎ粦?zhàn)略是起亞和現(xiàn)代公司應(yīng)該考慮的下一個議程。需要制定某種計劃，說明兩家公司的所有產(chǎn)品將如何投放市場，定價程序也需要明確。他們一直遵循的策略是定位彼此汽車模型的副本。高級管理層堅持保留其與業(yè)務(wù)相關(guān)的組成，不會因合并而發(fā)生變化。這涵蓋了所有車型。長期議程并不相同。該計劃將劃分與業(yè)務(wù)各個方面相關(guān)的部門，兩家汽車制造商將努力將其產(chǎn)品定位在各個需求市場。這是通用汽車等汽車巨頭所遵循的工作方式。管理層沒有致力于為銷售和制造方面的業(yè)務(wù)制定新的框架，而是將注意力轉(zhuǎn)移到了這樣一個事實上，即他們將如何在各自組織的當(dāng)前業(yè)務(wù)政策和實踐中超越高級管理層的既得利益，而不是像一個實體。
Recommendations for Growth
增長建議
The economy needs to be more balanced as well needs to have a direction (Gaten, 2002, pp.1). This would be true in many areas like distribution of health care products, standards which are set with regard to environment and labour as well as trade. The Global Reporting Initiative of 1997 worked towards a system for accounting which would help to calculate the level of sustenance with the data which is social, economic and environmental. This would make the measurement system one for all aspects. The risks which are taken need to be more educated ones and the importance of the same has been understood. The vision, mission as well as the plan to achieve the companies’ objectives needs to be in sync with the objectives which have been set up in the long term agenda of the organization. The strategy needs to be absolutely clear and values needs to be clearly defined. The values of the organization should be aligned with that of the stakeholders. The alignment would happen by integration of the process, procedures as well as policies and with that success is inevitable. The objectives which are long term would be better achieved if they match the vision and the purpose of the individuals involved. The decision making process needs to be consistent and would also work towards achievement of personal ambitions too along with the organizations. Talks should always be there between the management and the employees of Hyundai so that every concern and want is out in the open and the learning is collaborated and systems are there so that information sharing happens. The requirement for Hyundai was to give some power to the employees in terms of the decisions that are made. The change management would be successful as the management would give the direction as well as provide the vision and also to top that have the authority to implement the change. Management would have to provide the push factor for the change process and this would also have an effect on the goals which are short term in Hyundai which would be aspects like building of teams, sharing of visions and defining the responsibilities amongst the employees. The work of Hyundai would be to stick to the objectives of the management and the leadership and would move in the right direction for a very positive future. The strategies which would be set up to achieved the goals which are long term as well as short terms would be based on the factors which have been discussed above. As per Ashkenas if there was a want on the part of the management to get improvement in the performance of the people of the organization the best way would be to make and plan the procedures for attainment of their goals which were to be achieved in less than an year i.e. short term goals. So the goals of Hyundai falling in this category are-
經(jīng)濟需要更加平衡，也需要有一個方向。這在許多領(lǐng)域都是正確的，比如醫(yī)療保健產(chǎn)品的分銷、環(huán)境、勞動力以及貿(mào)易方面的標(biāo)準(zhǔn)。1997年的全球報告倡議致力于建立一個會計制度，該制度將有助于用社會、經(jīng)濟和環(huán)境數(shù)據(jù)計算維持水平。這將使測量系統(tǒng)適用于所有方面。所承擔(dān)的風(fēng)險需要更多地接受教育，并且已經(jīng)了解了風(fēng)險的重要性。實現(xiàn)公司目標(biāo)的愿景、使命和計劃需要與組織長期議程中設(shè)定的目標(biāo)同步。戰(zhàn)略需要絕對明確，價值觀需要明確界定。組織的價值觀應(yīng)與利益相關(guān)者的價值觀保持一致。這種協(xié)調(diào)將通過整合流程、程序和政策來實現(xiàn)，取得成功是不可避免的。如果與相關(guān)個人的愿景和目標(biāo)相匹配，長期目標(biāo)將更好地實現(xiàn)。決策過程需要一致，也將與組織一起努力實現(xiàn)個人抱負(fù)。現(xiàn)代汽車的管理層和員工之間應(yīng)該始終進行對話，以便公開每一個問題和需求，協(xié)作學(xué)習(xí)，建立系統(tǒng)，實現(xiàn)信息共享。現(xiàn)代汽車的要求是在做出決定時賦予員工一些權(quán)力。變革管理將是成功的，因為管理層將給出方向，提供愿景，并向有權(quán)實施變革的高層提供愿景。管理層必須為變革過程提供推動因素，這也會對現(xiàn)代汽車的短期目標(biāo)產(chǎn)生影響，這些目標(biāo)包括團隊建設(shè)、愿景共享和員工責(zé)任界定等方面。現(xiàn)代汽車的工作將是堅持管理層和領(lǐng)導(dǎo)層的目標(biāo)，并將朝著正確的方向前進，創(chuàng)造一個非常積極的未來。為實現(xiàn)長期和短期目標(biāo)而制定的戰(zhàn)略將以上述因素為基礎(chǔ)。根據(jù)Ashkenas的說法，如果管理層希望提高組織人員的績效，最好的方法是制定和計劃實現(xiàn)目標(biāo)的程序，這些目標(biāo)將在不到一年的時間內(nèi)實現(xiàn)，即短期目標(biāo)。所以現(xiàn)代屬于這一類的目標(biāo)是-
Each employees being responsible enough to be answerable for their own actions. This would be empowering for the individuals and would also push them to work as team.
每個員工都有足夠的責(zé)任感，對自己的行為負(fù)責(zé)。這將賦予個人權(quán)力，也將推動他們作為團隊工作。
The labour which they hire would be the best in the industry by being the most learned in terms of technology and specialization in their field.
他們雇傭的勞動力在技術(shù)和專業(yè)化方面都是行業(yè)中最好的。
Fight to produce products which are the best in the market as well as made following the best procedure but the cost of production being as low as possible.
努力生產(chǎn)市場上最好的產(chǎn)品，并按照最好的程序生產(chǎn)，但生產(chǎn)成本盡可能低。
The feedback which is received form the short term objectives would help the organization to come up with the objectives which are long
從短期目標(biāo)中收到的反饋將有助于組織制定長期目標(biāo)
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