富士康背后的管理学.ppt

1、富士康跳楼事件背后的管理学第三组2010年1月23日19岁的员工马向前在富士康华南培训处宿舍死亡2010年3月11日富士康龙华基地内的生活区，男子从5楼坠亡，20岁2010年3月17日富士康龙华园区，新进女员工田玉从三楼宿舍跳下，受伤2010年3月29日龙华厂区，一男性员工从宿舍楼上坠下身亡，23岁2010年4月6日观澜C8栋宿舍一名女工坠楼，在医院治疗，18岁2010年4月7日观澜厂区外宿舍，宁姓女工坠楼身亡，18岁2010年4月7日观澜樟阁村，富士康男员工身亡，22岁2010年5月6日龙华厂区男工卢新从阳台跳楼身亡，24岁2010年5月11日龙华厂区女工祝晨明从9楼出租屋跳楼身亡，24岁2

2、010年5月14日龙华厂区北大门附近的福华宿舍，晚间一名梁姓员工坠楼身亡2010年5月21日凌晨5时许，龙华员工宿舍一名男子坠楼身亡，20岁2010年5月26日晚11点富士康深圳龙华厂区C2宿舍，一名男性坠楼身亡2010年5月27日龙华富士康宿舍E楼有一名男子割脉，25岁，目前脱离生命危险2010年5月27日龙华C4双人跳SUICIDES IN FOXCONN事件发生之后Inreactiontoaspateofworkersuicideswhere14diedin2010,areportby20ChineseuniversitiesdescribedFoxconnfactoriesaslabo

3、urcampsanddetailedwidespreadworkerabuseandillegalovertime.Inresponsetothesuicides,Foxconninstalledsuicide-preventionnettingatsomefacilities,anditpromisedtooffersubstantiallyhigherwagesatitsShenzhenproductionbases.Workerswerealsoforcedtosignalegallybindingdocumentguaranteeingthattheywouldnotkillthems

4、elves.1.Background2.The reasons and analysis3.Changes after 2010BackgroundBrief introductionFoxconn Technology Group is a professional engaged in the computer,communication,consumer electronics and other 3C products R&D and manufacturing,widely involved in digital content,cloud computing service and

5、 new energy,new materials development and application of high-tech enterprises.With a forward-looking decision,rooted in technology and manufacturing,since 1974 in Taiwan,later 1988 in China mainland,Foxconn has grown rapidly,with hundreds of employees and the worlds top customer groups,business tec

6、hnology electronics industry manufacturing service,its been the worlds largest ectronics contract manufacturer.Corporation culture辛勤工作的文化负责任的文化团结合作且资源共享的文化有贡献就有所得的文化The core competitiveness富士康之所以能由十多年前名见不经传的地区企业，经由富士康之所以能由十多年前名见不经传的地区企业，经由“在压力中在压力中被迫创新、在成长中勉强传承、在运气中连番跃升被迫创新、在成长中勉强传承、在运气中连番跃升”的考验，锐变成

7、的考验，锐变成当今全球当今全球3C3C代工服务领域的龙头，不仅是靠着富士康无以伦比的执行代工服务领域的龙头，不仅是靠着富士康无以伦比的执行力及全体员工的共同努力，亦是因为集团的核心竞争力及全体员工的共同努力，亦是因为集团的核心竞争力：力：速度、品质、速度、品质、技术、弹性、成本技术、弹性、成本。speedspeedqualityquality technologytechnologyflexibilityflexibilitycostcostThe reasons and analysiswhat caused suicides in Foxconn Cooperate cultureLead

8、ership style MotivationInternal struturesuicides Buiness Structureincomplete communication chanelslabor-intensive business Atypicallabor-intensive business，thenumberofemployeesinChinaismorethan1300000.Work Union:Practically No Function.Security department:abuse of power and limit the personal freedo

9、m.Violation of the labor law:overtime work.No effective communication system：internal conficts The salary:low.Labor intensity:high.Distorted Corporate cultureMilitarization managementMilitarization management每个新进入富士康的人,都会被叮嘱：千万别得罪保安。富士康保安整员工办法之多、手法之厉害，令人难以想象。保安随时可以对进 出员工采取扣留质询。而如果因此迟到，生产车间的管理员是不会相信任

10、何理由的。由此而引发的冲突在富士康非常常见。每个员工进厂出厂都要过安检晚上10点钟之前必须回寝宿舍内务必须统规范毛巾、鞋子、被子、杯子、等都必须按规定位置摆放突击检查时候要打开抽屉、衣橱检查否藏了电饭锅、电炉等电器上班期间必须准时到饭堂吃饭，并在规定的时间吃完 .communication channelsAtop-downcommunicationchannelalonecannotnecessarilyguatanteeasuccessfulbusiness.Abottom-upcommunicationchannelhelpsmanagementunderstandemployeesde

11、mandsandgetfeedbackquickly,cultivatingtheirsenseofbelongingtotheenterpriseandasenseofidentity.Unfortunately,thereisnobottom-upcommunicationchannelinFoxconn,whichresultsinmoreconficts.总裁：郭台铭Gous parents lived in mainland Chinas Shanxi Province before they fled to Taiwan in 1949,where Gou was born.His

12、 father had worked as a policeman.As the first child of his family,Gou received military service after graduation.After that,he worked in a rubber factory,later established his own business in 1974.Founding of Hon HaieditGou founded Hon Hai in Taiwan in 1974with$7500 in startup money and ten workers

13、,making plastic parts for television sets.In 1988 he opened his first factory in mainland China,in Shenzhen,where his largest factory remains today.郭台铭郭台铭一直信奉一直信奉“民主是最无效率民主是最无效率”的的说法，说法，他认为他认为：把时间和精力浪费在民主的讨论把时间和精力浪费在民主的讨论 ，不如，不如，不如，不如由负责任的领导人单独决策由负责任的领导人单独决策由负责任的领导人单独决策由负责任的领导人单独决策“独裁为公，长官第一独裁为公，长官第

14、一”，有，有着非常严格的层级制度，强调着非常严格的层级制度，强调纪律性和员工的高度服从。纪律性和员工的高度服从。独裁型领导风格独裁型领导风格WorkersinFoxconngetpaidwithminimumwage,thebasiclivingcanhardlybeguaranteed,theyhavetoworkovertime.(physiological)InFoxconn,safetyguardbeatingsecurityworkshopemployeesisafairlycommonphenomenon(safety)Employeesworkonabusyschdule,the

15、resverylittlecommunicationbetweencolleagues.Itshardforthemtoestablishamutualtrustrelationship.(social)Underitsmilitarymanagement,oftenbeatingandscoldingtheemployeeisverycommon,employeesdonotgetrespecttheydeserve.(esteemneed)Everyday,thousandsofmechanicaloperationistheirdailyroutine,ignoringtheindivi

16、dualneedsandpersonality,nottomentinontheirdreams.(self-actualization)Maslows theory applied to its workers 激励方式激励方式组织结构组织结构目标任务目标任务压力传导方向压力传导方向股权激励股权激励良好待遇良好待遇严格管理严格管理增长率和利润率增长率和利润率职能目标职能目标生产效率生产效率核心领导团队核心领导团队中层干部中层干部底底 层层 员员 工工Foxconn internal management structureShortcomings of strict hierarchyuToo much emphasis on implementation capacity.Decisions heavily rely on people at the top.uIndividuals feel alienated and huge pressure,causing the indifference between peopleuFeedback from the bottom is