An Empirical Research Into The Affected Relationships Of Managerial Performance, Organizational Performance And Perceived Environment Uncertainty In Aerospace Enterprise

Along with the pace of the revolution of national defense industry system, praditional military enterprises (organizations) sace great competition within and outside military industry system, sometimes even from private enterprises. The complexity and change of the environment are increasing fast. Rapidly changing and complex environment uncertainty has become the biggest challenge and the main characteristic military enterprises. CATEC is regarded as the typical company of national military enterprises. The reform and development problems briged by changing environment which the CATEC facing, are also the common problems that the majority of national military enterprises are facing. In a rapidly changing and increasing complex environment uncertainty, both the external environment changes and environmental changes within the organization, the organization will result in different degrees of impact. Thus, in a rapidly changing and increasingly complex environment uncertainty, the topic that how to organize the most important organizational resource—the manager, to recognize and control the environmental changes outside or within organization, pursuit the organizational goals and performance, has become the major and common concern of managers of military enterprises, and its also what organizational researchers are concerning.This research takes the aerospace enterprises in China as the research object, through literature review, case analysis and statistical investigation, aims to find that the relationship between environment uncertainty and organizational performance is indirectly affected by the chief manager's performance which is influenced directly by environment uncertainty perceived by the manager. Therefore, this research constructs 4 hypothesizes to explain the problem. The research sample mainly comes from China Aerospace Times Electronics Corporation (CATEC), which based on the judgment sampling method, and selects 60 chief managers who comes from different level and department, amount to collect effective empirical data of 40 questionnaires, and uses the SPSS for windows to dealing with empirical data and uses the method of path analysis to test the hypothesized intervening effects.The empirical evidence of this research revealed as follows:1.There exists a negative correlation between perceived environment uncertainty and managerial performance, that is to say, the environment uncertainty which perceived by the manager higher, so the managerial performance of manager will be lower.2. There exists a negative correlation between perceived environment uncertainty and organizational performance, that is to say, the environment uncertainty which perceived by the manager higher, so the organizational performance will be lower. 3. There exists a positive correlation between managerial performance and organizational performance, that is to say, the manager's managerial performance higher, so the organizational performance will be higher.4. There exists a remarkable intervening effect of manager's managerial performance to the relationship between environment uncertainty and organizational performance. That is to say, the effect which the environment uncertainty influence the organizational performance is indirectly affected mainly by improving the chief manager's managerial performance, and clearing about their managerial responsibility, and then promoting the organizational performance. Finally, based on the research conclusions, we expect to apply the conclusions and suggestions to the managerial practice of aerospace enterprises.