Study On The Managers’ Competency Evolution Based On The Theory Of Corporate Lifecycles

As we have entered a very competitive time of market economy and faced thechallenges of a fast-changing operating environment, Chinese enterprises have to watchthe changes of surroundings constantly and make strategic decision of contingency upto the time in order to keep ahead of the intense competition. During this process, thequalified managers play very important roles, and whether a manager is qualified for thecurrent position or not is a big problem in practice. In addition, according to thedifferent stages the enterprise have entered, what kind of adjustment should have beendone for the structure of the managers’ competency still troubles us. Besides, whetherwe need to replace managers or not in particular period is another issue. Therefore, howto solve the problems we have mentioned above is really important for the normaloperating and spanned development of an enterprise. Starting with the definition andrelative pattern of competency, this thesis tries to deal with the current problemsaccording to the interconnection between competency and the theory of corporatelife-cycle, in order to do some valuable exploration for the promotion of competitivepowder of enterprises.This thesis expounds the concept and patterns of competency, and analyzes theevolution of the managers’ competency in different periods of operating surroundingsaccording to the different priorities in different life-cycle stages, and then furtherdiscusses this evolution with the method of case study. The research thinking of thisthesis focuses on the special operating environment which enterprises would undergo indifferent life-cycle, and then analyzes the evolution of the managers’ competencyaccording to several elements which affect the managers’ competency, and in the end ofthis thesis, the author confirms that the evolution of the managers’ competency withinthe life-cycle period of enterprises. It is divided into two parts: the first part istheoretical analysis which mainly focuses the problems the enterprises confront and theinfluences on the managers’ competency, and the second part is cased study whichanalyzes the development and evolution of Shi Yuzhu and Giant Group.Through the research and analysis, we can conclude that the operating environmentand the emphasis of the mission vary widely and thereby predict the evolution of thestructure of the managers’ competency which in return affects the enterprises’performance. Therefore, the author proposes some suggestions as follows: in order to promote the core competence, enterprises should pay attention to the developmentprograms for the managers and adjust the competency structure of the managers indifferent stages of development programs.