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pestel分析:汽车之家公司管理风格分析

为了保持行业领先地位,推动伟大的创新,汽车之家公司的管理层赞赏一个高度积极的人力资源部门在推动其成功的宝贵作用。为了实现员工的社会责任感,这家汽车之家公司设计了开放式办公室,以加强员工之间的人际协作。此外,工作团队和管理层之间的差距很小,这使得员工和管理层之间的信息可以自由流动。公司成功废除了层级沟通渠道和经典模式,确保员工充分融入公司的核心决策过程。这使得员工能够参与到公司logo的提案、制定和设计过程中。虽然人际关系模式的支持者倡导减少之间的通信约束高级经理,中层经理,和较低的干部,增强工作的流动,值得注意的是工作灵活性最大公司的关键特征,尤其是启动项目,如谷歌、百度,Autohome等等。(米勒,2014)。更重要的是,Autohome漠视传统八到五个工作模式,采用更加灵活的趋势在工作场所,如远程工作和一个灵活的工作办公室允许员工在任何一天工作,发挥了一个重要的角色在吸引和留住一个多样化有才华的员工。

为了在灵活性和生产率之间取得平衡,汽车之家公司(Autohome Inc.)建立了系统来监控员工的工作,无论是在工作场所还是远程工作。这与相应的薪酬计划相结合,该计划承认每名雇员的贡献,并确保提高效率和生产力。这与霍桑效应相一致,霍桑效应主张对员工进行更密切的监督,以确保更高的产出(Miller, 2014)。霍桑效应在学习型组织中是很重要的,而与自由度无关。据员工们说,如果他们意识到自己受到了密切的观察和监视,他们肯定会表现得更好。通过在一个充满社会满足感的工作环境中挖掘员工的人性,Autohome培养了一种互惠互利的职业道德,使员工能够合理管理工作日程,共享资源和知识,并确保项目团队的无缝集成。定期组建项目团队,通过项目经理和具有不同能力和才能的团队成员的共同努力,解决公司希望解决的各种问题(Miller, 2014)。

pestel分析:汽车之家公司管理风格分析

To remain an industry leader that promotes great innovations, the management of Autohome Inc. appreciates the invaluable role of a highly motivated human resource department in driving its success. To realize a socially fulfilled workforce, the Autohome Company has designed open offices to enhance interpersonal collaborations among its workers. In addition, there exists little gap between the work teams and the management, which enables a free flow of information between workers and the management. The Company has successfully abolished the hierarchical communication channels and the classical models to ensure that employees are fully integrated into the company’s core decision-making processes. This enables the employees to participate in the proposal, formulation and design process of the company’s logo. Although the proponents of the human relations model advocates for a reduction in the communication constraints between the senior managers, the middle-level managers, and the lower cadres so as to enhance the mobility of work, it is noteworthy that work flexibility has been a key characteristic of the biggest companies, especially the startup ventures, such as Google, Baidu, Autohome, and others. (Miller, 2014). What’s more, Autohome’s disregard for the traditional eight-to-five work model and the adoption of more flexible trends at the workplace, such as the remote working and a flexible working office allowing the employees to work on any day, have played a significant role in attracting and retaining a diversely talented workforce.
To strike a balance between flexibility and productivity, Autohome Inc. has established systems to monitor the work done by employees, whether within its workplaces or remotely. This has been in combination with a commensurate compensation plan, which recognizes the contribution of each employee and ensures greater efficiency and productivity. This is consistent with the Hawthorne effect, which advocates for a closer supervision of employees to ensure higher output (Miller, 2014). The Hawthorne effect is important in a learning organization, irrespective of the degree of freedom. According to the employees, they will certainly perform better if they realize that they are under the close observation and surveillance. By exploiting the human side of its employees through a socially fulfilling workplace, Autohome has cultivated a mutually rewarding work ethic that allows employees to properly manage the work schedules, share resources and knowledge, and ensure seamless integration in project teams. The project teams are formed regularly to address various problems that the company expects to solve through the joint endeavors of project managers and team members with diverse capabilities and talents (Miller, 2014).