Case Study怎么写？一篇范文包你学会！Leadership Case Study: Virgin Group
领导力Case Study案例分析：维珍集团。本文是一篇留学生案例分析Case Study范文，主要内容是讲述该公司成立于1970年，名为Virgin Records，2007年已扩展到一个由200多家公司组成的庞大组织。其业务范围包括航空旅行、健身中心和移动电话。自成立以来，维珍集团的文化和形象直接归功于其所有者和创始人、高级高管和企业家理查德·布兰森爵士的个性和努力。将维珍集团与布兰森爵士脱钩毫无意义。事实上，布兰森这个名字几乎成了维珍集团的代名词。本文旨在提供维珍集团的几个方面。其中包括对其组织模式的批判性分析、理查德·布兰森爵士的领导以及最终的组织沟通。以下就是这篇Case Study范文的具体内容，供参考。
Founded in 1970 as Virgin Records, the company has expanded to a humongous organization comprising of more than 200 companies in 2007. Its business portfolio ranges from air travel, fitness centers, and mobile telephony. Since its inception, the culture and image of Virgin Group has been directly attributed to the personality and efforts of its owner and founder, the high-ranking executive and entrepreneur Sir Richard Branson. It makes no sense to delink Virgin Group from Sir Branson. In fact, the name Branson is almost becoming synonymous with Virgin Group. This essay aims to provide several aspects of Virgin group. These include the critical analysis of its organizational model, the leadership of Sir Richard Branson and eventually organization’s communication.
Discussion 讨论
Virgin Group is made up of more than 200 companies, which employ nearly 50,000 people all over the world. The business has witnessed continual growth since it was started. The revenues reached a record mark of 10 billion sterling pounds in the year 2006. This reveals the magnitude and level of business in which Virgin Group is operating. The nature of leadership in existence in Virgin Group draws many features from the personality of Sir Richard Branson. The business philosophy postulated by Sir Richard Branson believes that the ultimate results of customer satisfaction and shareholders’ gain is the responsibility of every individual. He believes that if the staffs are kept happy then the customers are going to be happy meaning that the shareholders will be happy too. Consequently, the management of Virgin Group does not fall in to any particular model. It has a unique management structure whose characteristics do not fit those of the existing models. The amalgamation of concepts makes it distinctive. A critical review reveals that the success witnessed by Virgin Group can be attributed to the uniqueness of its management styles.
维珍集团由200多家公司组成，在世界各地雇佣了近50000名员工。这项业务自成立以来一直在持续增长。2006年的收入达到了创纪录的100亿英镑。这揭示了维珍集团经营业务的规模和水平。维珍集团领导层的性质从理查德·布兰森爵士的性格中汲取了许多特点。理查德·布兰森爵士（Sir Richard Branson）提出的商业哲学认为，客户满意度和股东收益的最终结果是每个人的责任。他相信，如果员工保持快乐，那么客户就会快乐，这意味着股东也会快乐。因此，维珍集团的管理层不属于任何特定模式。它有一个独特的管理结构，其特点与现有模式不相适应。概念的融合使其与众不同。一项批判性的审查表明，维珍集团的成功可归因于其管理风格的独特性。
Management Theorists like F Taylor first created the concept of scientific management. This scientific concept postulates that there are six main features of management, namely; experiment, observation, selection, standardization, and training. Scientific philosophy of management expects that rewards and employee compensation should be pecked on performance and co-operation. Although some facets of this theory are outdated, some of its features are still applicable in the business structure of modern times. As a good illustration, Virgin group may be having what appears as a relaxed working environment but some features of scientific management are in application. Such aspects of scientific management used in Virgin Group include training, selection, and payment pecked on results. Some employees are compensated because of their outstanding entrepreneurial ambition and innovative thinking. Outstanding performance in Virgin Group is not only measure by the amount of financial input an employee has brought but also creativity and ability to think outside the box. Another model of management is bureaucracy, which sees the organization of business as one unit. The pioneers of this school of thought believed that family practices could not be delinked from the organization. Therefore, there a need to merge family goals with those of the entire organization.
像F·泰勒这样的管理理论家首先创立了科学管理的概念。这一科学概念假定管理有六个主要特征，即：；实验、观察、选择、标准化和培训。科学的管理哲学认为，奖励和员工薪酬应该取决于绩效和合作。尽管这一理论的某些方面已经过时，但它的一些特点仍然适用于现代的商业结构。作为一个很好的例子，维珍集团可能有一个看似轻松的工作环境，但科学管理的一些特点正在应用中。维珍集团采用的科学管理包括培训、选拔和基于结果的薪酬。一些员工因其杰出的创业抱负和创新思维而获得薪酬。维珍集团的出色表现不仅取决于员工所带来的财务投入，还取决于员工的创造力和思维能力。另一种管理模式是官僚主义，将企业组织视为一个单位。这一学派的先驱们认为，家庭实践不能与组织脱钩。因此，需要将家庭目标与整个组织的目标合并。
Organizational goals of Virgin Group cannot be dissociated with those of Sir Richard Branson. This is enough reason to conclude that the management style in the organization has some elements of bureaucracy in leadership. Max Weber first formulated this kind of management approach. The impact of entire society is given considerable attention by the management. In this model, the organization is considered as an integral part of an amorphous society. Despite having some draw backs, this model has found its way in to the Virgin Group’s management style. In a bid to meet the needs of the society it is serving, virgin management give priority to the impact, its strategies will have on the society. This is the reason as to why Virgin Atlantic, an airline company under Virgin Group, has been on the frontline on the crusade for environmentally friendly jet fuel.
维珍集团的组织目标不能与理查德·布兰森爵士的组织目标割裂开来。这足以说明组织的管理风格在领导层中存在一些官僚主义的因素。马克斯·韦伯首先制定了这种管理方法。管理层非常重视整个社会的影响。在这种模式中，组织被视为非定型社会的一个组成部分。尽管有一些缺点，但这种模式已经融入了维珍集团的管理风格。为了满足其服务的社会需求，处女管理优先考虑其战略对社会的影响。这就是为什么维珍集团旗下的维珍大西洋航空公司一直站在环保喷气燃料的前线的原因。
Furthermore, there is an element of administrative theory in the management of Virgin Group. Propounded by Henry Fayol, administrative theory view management as a chronological process comprising of planning, organization, training, and coordination of functions. This model represents the transitional theory between the traditional and modern models. It is characterized by rigid and mechanistic tenets. Virgin Group has a little bit of these management principles. It has deviated from it by allowing liberalized management at departmental level. However, at the departmental levels, there is need to advance the principles of management. The thoughts of employees should remain to be customized to suit these principles.
此外，维珍集团的管理中还存在行政理论的因素。亨利·法约尔提出的行政理论将管理视为一个按时间顺序排列的过程，包括规划、组织、培训和职能协调。该模型代表了传统模型和现代模型之间的过渡理论。它的特点是僵化和机械的原则。维珍集团有一点这些管理原则。它已经偏离了这一点，允许在部门一级实行自由化管理。然而，在部门一级，需要推进管理原则。员工的想法应该根据这些原则进行定制。
The management of Virgin group with a heavy weight is contingency approach. The decision-making and plans executions are done with close reference to the problem at hand. This has seen the group attain notable milestones in streamlining its management, which eventually translates in to revenues. In this management model, the dynamics of business environments is appreciated. It recognizes the fact that different environments require different management approaches.
维珍集团的管理是一种应急方法。决策和计划的执行是在密切关注当前问题的情况下进行的。这使得该集团在精简管理方面取得了显著的里程碑，最终转化为收入。在这种管理模式中，可以理解业务环境的动态性。它认识到，不同的环境需要不同的管理方法。
Concisely, it is true to argue that Virgin Group’s success story of many years is a factor of many things including it optimal management model. The group has been able to amalgamate the presets of every model to suit its present needs. What is emerging vividly from this global organization is the fact that the efficacy of management is determined by its ability to move away from conventional and rigid requirements. Moving with the trends in the market has been proven beneficial in optimization of profits.
简单地说，维珍集团多年来的成功故事是许多因素的一个因素，包括它的最佳管理模式。该小组已经能够合并每种模型的预设，以满足其当前的需求。这个全球组织生动地体现了一个事实，即管理的有效性取决于其摆脱传统和僵化要求的能力。事实证明，顺应市场趋势有利于优化利润。
From the descriptions given above, it is evident that Virgin Group leadership is a transformational. In transformational leadership the management looks beyond the compensation to the employees. The model, which is in use at Virgin Group, explores the inner factors, which enhance performance of employees through motivation. On contrary to transactional model, which look at compensation alone, transformational leadership looks at way of achieving high-level loyalty and commitment from the followers.
从上面的描述中可以看出，维珍集团的领导层是一种变革。在转型领导中，管理层关注的不仅仅是员工的薪酬。维珍集团使用的这一模型探讨了通过激励提高员工绩效的内在因素。与仅关注薪酬的交易模式相反，转型领导层关注的是如何从追随者那里获得高水平的忠诚和承诺。
The brand in the name of Virgin was founded in 1968. Since then it has grown beyond borders and become a worldwide product. Its venture into many different industries is a true reflection of success. Sir Richard Branson is the present chairperson of the group. He is well known for his stylish but competitive leadership skills. Many analysts and scholars attribute the success of Virgin Group to the creative leadership skills of Branson. In the process of expansion, he took over several risky ventures in a more to diversify and improve his business. In most of his business plans, he focused on minute segment of a specific market and provided quality products or services. This approach allows for creation of small monopolistic markets with high profit margins. One major contributor to Branson’s success story is his ability to lead people in exploring innovative and profitable ventures. Therefore, the leadership style depicted by Branson is a topic to be investigated in the following discussions. The kind of leadership philosophy advocated by Branson has been infiltrate into the entire company.
维珍品牌成立于1968年。从那时起，它已超越国界，成为世界性的产品。它涉足许多不同行业是成功的真实写照。理查德·布兰森爵士是该小组的现任主席。他以时尚但富有竞争力的领导能力而闻名。许多分析师和学者将维珍集团的成功归功于布兰森的创造性领导能力。在扩张过程中，他接手了几家风险较大的企业，以实现业务多元化并改善业务。在他的大部分商业计划中，他专注于特定市场的细分市场，并提供优质的产品或服务。这种方法允许创建具有高利润率的小型垄断市场。布兰森成功故事的一个主要贡献者是他能够带领人们探索创新和有利可图的企业。因此，布兰森所描绘的领导风格是以下讨论中需要研究的话题。布兰森倡导的那种领导哲学已经渗透到了整个公司。
Sir Richard Branson’s leadership style falls in the category of transformational. He has an outstanding ability of bringing out the best out of humanity. Interpersonal and relational skills possessed by Branson are impeccable. He has close touch with the day to day activities of various companies within his group. The most common feature that has made him achieve great milestones in business development is the ability to motivate and rally fellow partners in pursuit of a business opening. If the recent acquisitions are taken as an illustration, he managed to convince fellow stakeholders in adoption of new strategy.
理查德·布兰森爵士的领导风格属于转型型。他有一种杰出的能力，能够将人性中最好的一面展现出来。布兰森拥有的人际和关系技能无可挑剔。他与集团内各公司的日常活动有密切联系。使他在业务发展中取得重大里程碑的最常见的特点是能够激励和团结合作伙伴以实现业务开放。如果以最近的收购为例，他成功说服了其他利益相关者采纳新战略。
In his ventures, he looks for people who are outgoing and willing to start new businesses. His capacity building nature has made him an admirable leader of modern business. His focus spans beyond the orthodox perspective of employees where the management expects the workers to perform to deserve compensation. The interest of Branson surrounds asking the question as to whether a partner or employee is optimizing his or her capacity. He is interested also with people who are willing to take risks and the best in their tasks. For a long time, he has succeeded in bringing out the best out of his staff, a core character of transformational leader. There is no doubt about the fact that Branson’s success since 1970s is directly attribute to his attitude towards management of a team. In his approach, the barrier existing between the employees and management is broken.
在他的创业中，他寻找外向、愿意创业的人。他的能力建设天性使他成为现代商业中令人钦佩的领导者。他的关注点超越了员工的正统观点，管理层期望员工的表现应该得到补偿。布兰森的兴趣在于询问合作伙伴或员工是否在优化自己的能力。他也对那些愿意承担风险并在任务中表现最好的人感兴趣。很长一段时间以来，他成功地发挥了员工的最佳能力，这是转型型领导者的核心特征。毫无疑问，布兰森自20世纪70年代以来的成功直接归功于他对团队管理的态度。在他的方法中，员工和管理层之间存在的障碍被打破了。
In fact, many people working with him approaches business issues with a philosophy of achieving through innovative thinking and not adhering to the preset rules. Because of the ideologies propagated by Branson, all participants in the organization share similar values. He formulated his own style of leadership, priding himself on integrating the employees in to his style and seeking their thoughts on ways of improving value to customers. Employees are expected to internalize these values and respond in accordance to them. Integration of corporate values in leadership strategies means that there is little interference by external forces. Nevertheless, Sir Branson’s approach does not mean that the employees are entirely dependent on the chairman’s thoughts. They are equally accountable of their actions like fellow employees under transactional leadership. In order to motivate his employees, Branson and his management team, especially human resources management department have systems of enhancing commitment of employees through bonuses, stock options and profit sharing, and internal promotion wherever possible.
事实上，许多与他共事的人都以通过创新思维而不遵守预设规则的理念来处理商业问题。由于布兰森宣扬的意识形态，该组织的所有参与者都有着相似的价值观。他制定了自己的领导风格，致力于将员工融入他的风格，并寻求他们对提高客户价值的方式的思考。员工应将这些价值观内化，并根据这些价值观做出反应。将企业价值观融入领导战略意味着很少受到外部力量的干扰。尽管如此，布兰森爵士的做法并不意味着员工完全依赖董事长的想法。他们与交易型领导下的同事一样，对自己的行为负责。为了激励员工，布兰森和他的管理团队，特别是人力资源管理部门制定了通过奖金、股票期权和利润分享以及尽可能的内部晋升来增强员工承诺的制度。
Apart from Sir Branson’s input in the success of virgin Group, there is a contribution of organizational culture in the company. Organizational culture existing in Virgin Group in fairly complex. The Group serves more than 100 companies operating separately in the industries which are not entirely related. The common feature within ever company in the group is the glamorous Virgin Brand. The brand remains unchanged in all companies operating in different businesses. This is a similarity, which puts a heavy responsibility on each department or division to positively represent the brand. The image reveals an overall image of quality and innovation inherent in the group. Through the creation of an exclusive brand, the company has been able to consolidate and maintain desirable loyalty levels among the customers.
除了布兰森爵士对维珍集团成功的贡献外，公司的组织文化也有贡献。维珍集团的组织文化相当复杂。本集团为100多家在不完全相关的行业中独立运营的公司提供服务。集团内任何一家公司的共同特点都是迷人的维珍品牌。该品牌在所有经营不同业务的公司中保持不变。这是一个相似之处，这给每个部门或部门带来了积极代表品牌的重大责任。该图像显示了集团内在的质量和创新的整体形象。通过创建一个独家品牌，该公司能够巩固并保持客户的理想忠诚度水平。
The diverse business portfolio evident in Virgin Group businesses is helpful in building and maintaining loyalty in various industries. This is the main reason as to why the company has witnessed high levels of success. The managers in the company employ the concept of creativity to encourage employees to enhance their contribution to the group in whatever level of hierarchy. They discourage the scenario where employees sit back to execute instructions. Employees have the capacity of producing cutting-edge products, which the whole company will be able to deliver to the market. They can also formulate ways of improving efficiency in the company. This is an outstanding feature of Virgin Group. Every individual has a say when it comes to products development. The management style in application at Virgin Group encourages members of staff to be competitive. This will eventually build a desire in the hearts of employees to see the company succeed so that they can be recognized as contributors to new and innovative business model.
维珍集团业务中明显的多样化业务组合有助于在各个行业建立和保持忠诚度。这是该公司取得高水平成功的主要原因。公司的管理者运用创造力的概念，鼓励员工在任何层级上提高对团队的贡献。他们不鼓励员工坐在后面执行指令。员工拥有生产尖端产品的能力，整个公司都能将其推向市场。他们还可以制定提高公司效率的方法。这是维珍集团的一个突出特点。在产品开发方面，每个人都有发言权。维珍集团的管理风格鼓励员工保持竞争力。这最终会在员工心中建立一种愿望，希望看到公司取得成功，以便他们能够被认可为新的创新商业模式的贡献者。
There is no clear cut between management and leadership within Virgin Group. Transformational leadership emanates from executives and top managers in the company. There are harmonized goals set by Sir Richard Branson and fellow company executives. Various companies within the group will work towards achieving those goals. These ambitious goals range from utilization of new technology, expansion in international markets, joint venture with other existing companies and loyalty among customers. Goals formulated at this level of management are communicated to every employee in the company. This is a beneficial strategy, which gives every employee a task to accomplish in fostering the group’s mission. The senior management implores the employees to output their skills in such a way that they are going to complement the company. The notion behind this effort is to advance the philosophy that the entire benefits of the group will eventually lead to individual gains for every person involved. The contribution in the group will ultimately result in rewards for managers, employees, shareholders, executives, and customers alike.
维珍集团的管理层和领导层之间没有明确的界限。转型型领导来自公司的高管和高级管理人员。理查德·布兰森爵士和其他公司高管制定了统一的目标。集团内的各个公司将努力实现这些目标。这些雄心勃勃的目标包括利用新技术、拓展国际市场、与其他现有公司建立合资企业以及客户忠诚度。在这一管理层制定的目标传达给公司的每一位员工。这是一个有益的战略，它为每个员工提供了一项任务，以促进团队的使命。高级管理层恳求员工以能够补充公司的方式输出他们的技能。这项努力背后的理念是推进这样一种理念，即团队的全部利益最终将为每一位参与者带来个人利益。团队的贡献最终将为经理、员工、股东、高管和客户带来回报。
One desirable feature of Virgin Group is its organizational structure. Through its structure the company has succeeded in overcoming the challenges related to expansion. An expansive organization like Virgin Group must explore ways of handling the massive information within the company. Through its flat organizational chart, Virgin Group Limited has been able to handle it expansive business portfolio with much ease. The reduction of horizontal chain of command means that interdepartmental communication is enhanced.
维珍集团的一个理想特点是其组织结构。通过其结构，该公司成功地克服了与扩张相关的挑战。像维珍集团这样的庞大组织必须探索处理公司内部海量信息的方法。通过其扁平的组织结构图，维珍集团有限公司能够轻松处理其庞大的业务组合。横向指挥链的减少意味着部门间的沟通得到加强。
As the level of hierarchy moves down, the lower levels of management tend to concentrate more keenly on the management of the company. Although leadership is always encouraged among the managers, it requires some levels of strict management to make sure that the task has been accomplished. Different divisions within the company have different management function. At Virgin Group, managers have several goals of wide scope. Because of the fact that different divisions of the company are specialized in their operations, well-trained and qualified mangers are required to manage it effectively. In most cases, managers employed by the company have a firm background in their sector of specialization. They must also prove that they are capable by showing a successful record of accomplishment. It is the sole responsibility of managers within Virgin Group to ensure that day-to-day operations needed to keep the division running are executed effectively.
随着层级的下移，较低级别的管理层往往更专注于公司的管理。尽管管理者总是鼓励领导，但需要一定程度的严格管理才能确保任务完成。公司内部的不同部门具有不同的管理职能。在维珍集团，经理们有几个广泛的目标。由于公司的不同部门都专门从事其运营，因此需要训练有素的合格管理人员来有效管理。在大多数情况下，公司雇佣的管理人员在其专业领域具有坚实的背景。他们还必须通过展示成功的成就记录来证明自己有能力。维珍集团内的经理全权负责确保有效执行部门运营所需的日常运营。
Organization is a vital ingredient in the success of Virgin companies. Since the group in an amorphous company comprising of several companies, organization is very critical in putting together the processes. To start with, the company has many goals to be achieved like expanding the global presence and building of customer loyalty. The top executive are responsible for determining these goals and making them available to the entire company. The same executive must ensre that these goals are achievable for them to be received well by employees. However, caution should be exercised to ensure that the employees are not underutilized. Challenging goals are important for the employees to feel that they are engaged in meaningful tasks. Organization of these goals within the division will ensure that specific targets are made. Every division have separate and specialized goals aimed at increasing market share and improvement of product and services.
组织是维珍公司成功的重要因素。由于该集团是由多家公司组成的无定形公司，因此组织在整合流程方面非常关键。首先，该公司有许多目标需要实现，如扩大全球影响力和建立客户忠诚度。最高管理人员负责确定这些目标，并将其提供给整个公司。同一位高管必须确保这些目标是可以实现的，以便员工能够很好地接受这些目标。但是，应谨慎行事，以确保员工没有被充分利用。具有挑战性的目标对于员工来说很重要，因为他们觉得自己正在从事有意义的任务。在部门内组织这些目标将确保实现具体目标。每个部门都有各自的专门目标，旨在提高市场份额，改进产品和服务。
As the hierarchy advances to the junior staffs, goals become more precise and short lived. The targets set at implementation levels are easily achievable because they are very specific. These specific goals are formulated by division managers with close reference to those of the entire group. This system of information transfer enables the company to remain on track on the journey to meeting the targets set by executives. Virgin is a living evidence for the fact that this kind of organization is a major prerequisite for business success. Breaking down of general goals in to actionable points is a desirable feature revealed in Virgin’s organization.
随着层级结构向初级员工发展，目标变得更加精确和短暂。在实施层面设定的目标很容易实现，因为它们非常具体。这些具体目标由部门经理制定，并与整个集团的目标密切相关。这种信息传递系统使公司能够在实现高管设定的目标的过程中保持正轨。维珍是一个活生生的证据，证明这种组织是商业成功的主要前提。将一般目标分解为可操作点是维珍公司的一个可取特点。
A healthy and workable organizational structure witnessed in Virgin Group’s businesses is attained with many varying strategies. Transformational leadership is one of these strategies that have seen the company attain great heights of success. This strategy enables people of diverse backgrounds and ability to share a common goal. Through working together, a team can combine its members’ efforts and work towards achieving common goal. Transformational leadership gives everyone an equal chance to output his or her ability without reservations. A critical review of Virgin Group business reveals that its versatile and innovative workforce is due to the transformational leadership in place. This is in contrast with transactional leadership in which employees are compensated according to performance. The draw back with this kind of leadership is that it breeds greedy employees whose goal will be to amass rewards as much as possible.
在维珍集团的业务中，通过多种不同的战略实现了健康可行的组织结构。转型领导是公司取得巨大成功的战略之一。这一战略使不同背景和能力的人能够共享一个共同的目标。通过合作，团队可以将成员的努力结合起来，朝着实现共同目标而努力。转型型领导让每个人都有平等的机会毫无保留地发挥自己的能力。对维珍集团业务的批判性审查表明，其多才多艺和创新的员工队伍是由于转型领导层的到位。这与交易型领导形成鲜明对比，在交易型领导中，员工根据绩效获得薪酬。这种领导方式的缺点是，它滋生了贪婪的员工，他们的目标是尽可能地积累奖励。
Conclusion 结论
In conclusion, there are many things to be learned from leadership and management of Virgin Group Limited. The company has cut itself a niche in various industries. It has also proven that all things are possible with dedication and commitment. Through the able leadership of its Chairman, Sir Richard Branson, the management team has come up with a unique formula of managing large scale businesses like Virgin Group. To a large extend, the success of Virgin Group is directly attributable to the input of Sir Branson. He has succeeded in opening a new chapter of management, which deviates from conventional methods. His liberal and all accommodating approach is desirable. There is a formidable blend between management and leadership. A critical review of these two elements reveals that there is no clears cut between the two: a feature that has worked well for the company.
Case Study总结维珍集团有限公司的领导和管理层有很多值得学习的地方。这家公司在各个行业都占据了一席之地。它还证明，只要有奉献和承诺，一切都是可能的。通过董事长理查德·布兰森爵士的干练领导，管理团队想出了管理维珍集团等大型企业的独特方案。在很大程度上，维珍集团的成功直接归功于布兰森爵士的投入。他成功地开启了管理的新篇章，这与传统方法不同。他的自由和包容态度是可取的。管理层和领导层之间有着令人生畏的融合。对这两个要素的批判性审查表明，两者之间没有明确的界限：这一特性对公司来说非常有效。本站提供各国各专业Case Study代写或写作指导服务，如有需要可咨询本平台。
