The Organizational Reforming Of Hoerbiger (Shanghai) Co., Ltd

With the gradual formation of the globalization of marketing, product diversification, personalized, life cycles shorten, not only requires companies to have a high market responsiveness and innovative design capabilities to rapidly develop new products, but also requires the management structure of the company which is simple, easy to adjustment, with a high degree of flexibility. Multinational development bottlenecks encountered in many years will develop in China, you need to accurately determine the difficulties companies face in today’s fast and flexible response to changing market conditions. Economic environment and atmosphere of China’s current industrial markets, coupled with lower sales to foreign companies and business aspects of a very strict environment, HOERBIGER company is facing a great challenge. How to fit itself in the case, clearly the company’s core competitiveness through the change of organizational behavior bail out as soon as possible, is an urgent task.Through Hoerbiger (Shanghai) Co., Ltd. encountered difficulties encountered, problems organizational structure for the management of non-material incentives and core competencies, brand positioning analyzed by collecting relevant theory, practical research, analysis objective reality and propose solutions. In organizational behavior, core competitiveness, the company’s core values, redefining. Proposed new core values:"respect for every employee, every customer service creating unprecedented value and opportunity for our employees, customers and business partners.", The staff is closely connected with core competitiveness, and the non-material incentives sectors. It is fair "non-physical motivation" and "talent reserve cultivation" establishment, which is in order to change the very low flow rates lead to "like the state-owned enterprises" system, as far as possible to motivate employees."The construction of cultivation with the ideal and pursuit of the employees" must also become part of the core competitiveness."Brand positioning" to help the company to maximize the use of resources, to help stabilize the performance during the reform period. We connect with each other based on the key factor" core employee" to set up a new enterprise culture.