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Introduction介绍
海尔集团是最大的综合家电制造商在中国，总是运用其“三步走”的发展战略（附件1）和世界各地的迅速扩张（林，2005）。2012年3月31日，海尔完成了“四步走”的过程中，收购了三洋在东南亚成功（美通社亚洲，2012）。这标志着头发朝着实现它的总体目标迈进了一大步。领导在实施这一收购过程中发挥了重要作用，本文将运用理论、教材和期刊文章，对海尔在企业战略实施中如何有效的进行评价。首先，它将分析海尔的管理体系，并确定其领导风格。其次，它将讨论在这一战略的成功实施中发挥的作用和重要性。第三，它将达成共识，海尔的领导风格是更多的交易比转型的实施这一战略。Haier group is the single largest comprehensive household appliances maker in China, always applying its “three steps” development strategy (appendix1) and expanding quickly all over the word (Lin, 2005). On 31st March 2012, Haier finished its “four steps” process, acquired Sanyo in South Asia successfully (PRNewswire-Asia, 2012). This marks Hair took a giant step towards achieving its overall goal. Leadership played an important role in implementing this acquisition .This essay will employ theories form textbooks and journal articles to evaluate how effective of Haier’s leadership in implementation this corporate strategy. Firstly, it will analyse Haier’s management system and define its leadership style. Secondly, it will discuss the role and importance leadership played in successful implementation of this strategy. Thirdly, it will reach consensus that Haier’s leadership style is more transactional than transformational in the implementation this strategy.
First of all, Haier use transactional leadership to keep the process of implementation clear and efficiency. Inspired by the Japanese TQC management and Taylor’s scientific management, Haier introduced the OEC model(appendix 2) in its management, which is overall every control and clear (Duysters and Jacob, 2009). Hence, Haier set up an acquisition team to implement the specific task to acquire Sanyo in South Asia. The leaders drew up very clear and specific plan of the acquisition process (appendix 2) Most of the times, the leaders have responsibility to convey policy and assign task by formal meetings (Appliance design, 2012). This can make sure the process of acquisition finished in short time and keep efficiency. As a result, Haier finished acquisition in 5 months followed its planned draft. During this process, Haier has transactional leadership, which the leaders clarify the role and task requirements of subordinates and try to consider meet social needs (Draft, 2010). However, these transactional leaders focus more on schedules, costs and efficiency rather than organisational goals and personal needs (Johnson and Scholes, 2010). Transactional leadership is important to all organisations, but leading change is not always so effective (Daft,2010). Some resistance has emerged. For example, some employees hold the view that it is risky because Sanyo performance worse in the years after it was taken over by Panasonic (Yi, 2011).
On the other hand, Haier’s CEO Zhang Rimin is considered to be a charismatic leader, who set up two-way communication to reduce inner conflicts (Xia, 2011). A charismatic leader is a leader who has the ability to inspire and motivate employees to transcend their expected performance, even to the point of personal sacrifice (Daft, 2010). In the process of this acquisition, every member in the team is encouraged to communication to the leaders.Schaap (2010) found out that effective leadership communication and organisation commitment are correlated. Maritz and Pretorius(2010) also hold the view that communication and shared understandings play important roles in the implementation process. As a result, the team members reach consensus and believe this acquisition can help Haier gain more marketplace and profound influence on its global market. However, in such a large organisation, this two-way communication can not reach every employee who implements this strategy. Some employees still do not understand the objective of this strategy and just do what they are ordered (PRNewswire, 2011).
In this acquisition, Haier also use leadership to create an authentic culture which promote the integration of the two organisations in different cultures. Roper’s research (2011) suggested that there is connection between leadership, positive individual commitment, and the right culture. In 1985, Haier’s CEO Zhang, destroyed a low quality refrigerator by a hamper in public (Omar, 2005). This action not only helped Zhang gain employee commitment but also helped Haier infuse sustainability into their core values. Crews (2010) argued that companies that implement sustainability can improve employee morale and productivity, reducing risk. Before this acquisition, Haier’s products are famous for high quality, energy saving and environmental protection in the south Asia. Sanyo’s white products also shared the same value in that area. Therefore, the value accordance makes culture integration easy and the acquisition process is more smoothly.
Haier also use leadership to help reduce resistance and gain commitment by empowerment during the implementation of this acquisition. As a Japanese company, the life-long employee system had been performance for many years. However, before the acquisition, Panasonic laid off more than 2000 employees (Sohu China,2012).Kotzain (2010) found out that the threats of status quo, increased fear and anxiety can cause resistance and reduce the confidence of the employees. As a result, Panasonic’s action causes picnic and resistance among the employees. Haier’s leader group solved this problem by empowerment (News watch, 2012). The headquarters encourages leadership arise form more talented and able former employees from Sanyo and everyone in Sanyo is encouraged to be leaders (Haier group, 2011).Chih-Hsun, Jackson and Yuan (2010) agree with the idea that empowerment is an effective way to reduce the resistance in acquisition because it can specify the activities, manage competences, manage motivation and create opportunities. Ismail and Mohamed(2011) also hold the view that empowerment in managing organisational functions can help reinforce positive subsequent attitudinal and behavioral outcomes.
In the process of acquisition, Haier’s leader group set up learning and training system to guarantee the post-acquisition performance. Leaders have a crucial role in processing, facilitating the integration and enhancing acquisition performance (Nemanich and Keller, 2007). The aim of Haier’s learning and training system is to achieve sustainable leadership (Haier group,2012). Sustainable leadership can be best achieved by providing an appropriate conceptual understanding of the initiative to every level of leadership (Crews, 2010). Hence, Haier trained the employees in Sanyo and pay attention to foster their leader characteristics (Hair group,2012). Dive (2008) also holds the view that human resource strategy can help knowledge transfer, accelerate integration process in acquisition.
According to the points mentioned above, Haier’s leadership style is more transformational than transactional in the implementation of this acquisition. Although Haier used to using rough control system to manage its employees in the organisation, it adopted more transformational leadership style because its leaders set up two-way communication, learning and training systems and they also use empowerment to gain commitment. Daft (2010) hold the view that transformational leaders have the ability to lead change in the organisation’s mission, strategy, structure and culture as well as promote innovation. In addition, Lakshman’s study (2010) found out that leadership attributes can enhance post acquisition performance by bringing transformational leadership theory into the acquisition. Also, Groves and LaRocca argued that deontological ethics is associated with transformational leadership while transactional leadership is more likely related to teleological ethics. As a result, its leadership style helped Haier takeover Sanyo in south smoothly. However, a recent research appealed that transformational leadership is only connected with increased follower innovative behaviour when psychological empowerment is high (Pieterse, 2010). What is more, Hoffman (2011) found that transformational leadership on work group effectiveness is contingent upon followers perceiving consistency with their organisation’s values rather than their leader’s own personal values. There are four dimensions of leader behaviour: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Čater and Pučko, 2010). Overall, Haier’s leader group had achieved the first two in the implementation of the strategy but ignored the last one. As a large organisation, it focused more on its management level but ignored the thoughts lower level employees. In order to solve this problem, Petriglieri (2011) suggested that set up leadership programs as “identity workspaces” can help consolidate individual and collective identities, therefore benefit every employee in the workplace.
Conclusion总结 This essay analysed the implementation process of Haier acquire Sanyo in the south Asia and found out that Haier’s leadership is more transactional than transformational in implementation this strategy. Firstly, its CEO Zhang Rimin is a charismatic leader and this helps him gain employee commitment. Secondly, Haier’s leader group infuses sustainability into their core values. Thirdly, Haier’s leader group learning and training system to guarantee post-acquisition performance. Haier use transformational leadership style makes the implementation process successful and effective. However, the size of Haier makes its core value and training can not reach the single, individual-level of the employees who implement specific tasks. Also, it is hard for the leaders to consider every employee’s needs and benefits.#p#分页标题#e# References:文献 Čater, T, &Pučko, D 2010, 'Factors of effective strategy implementation Empirical evidence from Slovenian business practice', Journal For East European Management Studies, 15, 3, pp. 207-236
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Appendix 1: Haier’s three step development strategy
Appendix 2: Haier’s OEC management mod
Appendix 3: Haier’s four step acquisition
2011.7.28, Haier and Sanyo reach agreement and sign memorandum.
2011.10.18，Haier and Sanyo sign a contract
2012.1.5, Haier and Sanyo have first transaction.
2012.3.31, Haier finished the acquisition in Singapore.
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