译名:
“Recreating a Midea”: wandering at the crossing
中文关键词:
组织体制演变 事业部制 控股型公司 集团管控 集分权关系;2012百优
英文关键词:
Organizational Evolution, Divisional Structure, Holding Company Structure, Group Control, Decentralization
中文摘要:
本案例从组织体制演变的角度,描述与分析美的集团在多业务单位管理及销售渠道组织模式转型中的思考、实践及走向。在介绍集团高管当前面临的是否由扩张转为收缩的发展战略问题之后,案例引导学生对战略决策背后的集团管控体制问题进行聚焦。案例正文首先回顾美的民营化与集团公司形成的过程,接着细述美的由集权的职能制到分权的事业部制再到控股型公司体制的演变历程,以及分权后集团的业务及战略协同、母子公司关系及集团管控方式等问题。然后,阐述美的集团对销售渠道组织模式的重构及其体现的厂商关系形态的变化。最后,引发学生对大规模、多产业、多区域及多层级分权经营的企业集团如何进行管控模式的选择及具体支撑方案的设计进行探讨。
英文摘要:
From the perspective of organizational evolution, this teaching case reports the explorative practices in the Midea Group’s staged transformation processes regarding the mode of management in the multi-unit company and with external related distribution channels, and overviews the potentially effective way for its future organizing. After introducing the problem that whether expansive strategy should be replaced by retrenchment strategy faced by the CEO of Midea Group Co., this case leads students to focus on the issue of group control. Then it outlines the company’s privatization and grouping process and describes in more detail, its internal transformation process which is divided into three phrases (i.e., functional structure, divisional structure and holding company structure), and discusses the related issues such as business and strategic synergy, parent-subsidiary relationship and group control mode. After that, it elaborates the reconstruction of Midea Group Co.’s external distribution channels and the consequent change of inter-organizational forms. The final part of the case brings the students into the discussion on how to select a suitable group control mode and design a supportive detailed plan to govern the scaled, diversified, multi-regional and hierarchical corporate group.
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