Change Management of Huawei

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CHANGE MANAGEMENT OF HUA WEI

BY:
Name: Wang Senlong (Bluce)
ID:
Class:
Lecture: Mr. Josef

Part-I
The definition of change management

Part-II
The consideration of change management

Part-III
Introduction of HUA WEI
The history (problems) of HUA WEI
--Two “collective resignation” in Huawei history
--Performance-related pay
--Employee training and development
Three main steps during Huawei development
-- Self-optimization
-- The introduction copy
-- Innovation and development
Part-IV
Conclusion

Part-V
References

Part-I
The definition of change management

Change management is the approach to transitioning individuals, groups, and organizations from the current state to the desired future state. It is an organizational process in order to help the change stakeholders to accept and embrace changes in their own business environment. The change management includes the Mission changes, Strategic changes, operational changes, structural changes, technological changes, changing the attitudes and behaviors of personnel. (Ola, 2011) In other words, the change management can be seen when the organization growth retardation, the internal problems appear, and can not to adapt to the operation environment. The enterprise must make the organization change strategy, make the necessary adjustments and improve the management about internal level, work processes, and corporate culture, in order to make a perfect transition of enterprises. But we also should know that not every change makes success, but the intense competition, frequent technology innovation and self-growth needs, shows that they need change management. We know one sentence said: change maybe dead, but if not, must be dead. (Dahai, 2004)

Part-II
The consideration of change management

To make the change success, we must consider about two relationships. First is the relationship of result and speed. The process of change must pursuit the effect of stage change. We can say the effect is a function of the results and speed. Pursuit of the initial results while ignoring the change speed will make the change to lose its meaning. Pursuit of the speed but ignoring the initial results will make the whole change fails. Second is combination of institutional shaping and personal shaping. The content of management is to form a team to achieve the goal of the organization, which the change is same. To build this such a successful team, need to establish the corresponding system, and cannot ignore the talent and human factors. Only remodeling the institutional without the support of the people, the change will dead; if only consider about the personal remolding while without the institutional remodeling, the change will only flow in the cavity, and of course cannot be success.

Part-III
Introduction of HUA WEI

HUA WEI Technologies Co. Ltd. Is a private technology company located in Shenzhen city, Guangdong Province, China. The company stock owned by their employee and the product is telecommunications equipment. The president of Huawei named Ren Zhengfei founded Huawei in 1987, in Shenzhen. At that time, the registered capital was only 21,000 RMB. But now, it is the world’s largest telecommunications network solutions provider and the world’s second largest supplier of telecommunications base station equipment. In 2011, Huawei got the revenue $31.543 billion. (huawei stratagic , 2012)
(summerxia, 2012)
Huawei’s main business ranges are: switching, transmission, wireless and data communications, to produce the telecommunications network equipment for customers around the world. In 2011, Huawei ranked first group in the list of top 500 private enterprises in china. And at the same time, Huawei is the only one company has not IPO in the world’s top 500 list, and also the world’s sixth-largest mobile phone...
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