Dedication
Subtitle: the Huawei philosophy of human resource management
By: Huang Weiwei ; Yin Zhifeng, Lv Ke, Hu Saixiong, Tong Guodong, Gong Hongbin, and Wu Chunbo
Contributors: Yin, Zhifeng, contributor; Lv, Ke, contributor; Hu, Saixiong, contributor; Tong, Guodong, contributor; Gong, Hongbin, contributor; Wu, Chunbo, contributor; Hua wei ji shu you xian gong si
Publisher: LID Publishing Limited
Published: 2016
Place of publication: London
Language: eng
Number of pages: 334
ISBN-13: 9781910649510
Copyright date: 2016
Subjects: Personnel management; Management; Multinationales Unternehmen; Marktführer; Unternehmenskultur; Führungsstil; Erfolgsfaktor; Unternehmer; Telekommunikationsausrüster; China; Humanvermögen; Strategisches Management; Hua wei ji shu you xian gong si; Huawei
Description: In 2012, the Chinese company Huawei Technologies overtook Ericsson to become the world{u2019}s largest telecommunications equipment manufacturer, firmly establishing itself on the world business map. Today, it has over 170,000 employees worldwide and in 2014 the company generated a remarkable profit of $5.5 billion. Whilst research and development and the technology that results from it are core drivers of Huawei{u2019}s success, the company{u2019}s amazing growth is also determined by its human resource strategy. This is based on a ?customer-first? attitude, the belief that obtaining opportunities is through hard work and, above all, ?a dedication to do the best in anything we do?. How Huawei promotes this dedication amongst its workforce is the subject of this important book. Through original incentive systems, employee ownership and the mentality to act like a boss, Huawei has managed to create a culture of dedication that has become the bedrock of its growth today--from publisher's website.
Notes: Includes bibliographical references.
Table of contents: title: Part One:; title: On value --; title: Going all out to create value --; title: Managing human resources to create value --; title: Source of value creation --; title: Elements of value creation --; title: Cultural factors that support value creation --; title: Cultural factors that support value creation --; title: Two wheels of value creation --; title: Reducing reliance on three elements --; title: Objectively assessing value --; title: Orientations and principles of value assessments --; title: Methods and criteria for value assessments --; title: Misconceptions about value assessments --; title: Fairly distributing value --; title: Guidelines on value distribution --; title: Handling value distribution conflicts appropriately --; title: Value distribution policies -- -- Part Two:; title: On managers --; title: Managers' missions and responsibilities --; title: Managers should live and pass on the corporate culture and core values --; title: Identifying customer needs, seizing business opportunities, and pursuing business growth --; title: Leading the team in achieving organizational goals --; title: Managers need to set correct direction and fouc on the most important issue --; title: Improving business processes from end to end based on a holistic view --; title: Building the organization and helping subordinates grow --; title: Requirements on managers --; title: Managers must remain dedicated over the long term --; title: Managers must work hard and make sacrifices --; title: Maintaining team diversity in discouraging cliques --; title: Continuously improving our thinking and practicing openness, compromise and Huidu --; title: Respecting facts, speaking the truth, and avoiding covering up problems --; title: Leading by example and continuously improving professionalism --; title: Practicing self-reflection --; title: Maintaining a sense of urgency and remaining vigilant in order to survive --; title: Putting organizational interests before personal interests --; title: Selecting and deploying managers --; title: Successful field experience is critical --; title: Selecting managers from succesful teams --; title: Prioritizing major markets, field offices, and hardship regions in manager selection --; title: Examining and selecting managers who excelled during key events --; title: Focusing on employee's strengths and not demanding perfection --; title: Key behavioral criteria for managers --; title: Basic principles for deploying managers --; title: Promoting and demoting managers based on their performance --; title: Motivating and managing managers --; title: Appraising and motivating managers --; title: Separation of rights for manager management --; title: Supervising managers --; title: Policies and procedures for supervising managers --; title: Developing managers --; title: Developing managers based on a selection mechanism --; title: Training must be practical --; title: Establishing a system to ensure manager mobility --; title: Developing managerial candidates to ensure Huawei's sustainable development.