Dissertation写作辅导范例：Growth And Change Management In Hyundai

Dissertation辅导范例-现代汽车的成长和变革管理。本文是一篇带有案例分析的Dissertation范文节选部分，主要在讲述经济需要更加平衡，也需要有一个方向。这在许多领域都是正确的，比如医疗保健产品的分销、环境、劳动力以及贸易方面的标准。实现公司目标的愿景、使命和计划需要与组织长期议程中设定的目标同步。战略需要绝对明确，价值观需要明确界定。组织的价值观应与利益相关者的价值观保持一致。这种协调将通过整合流程、程序和政策来实现，取得成功是不可避免的。如果与相关个人的愿景和目标相匹配，长期目标将更好地实现。决策过程需要一致，也将与组织一起努力实现个人抱负。现代汽车的管理层和员工之间应该始终进行对话，以便公开每一个问题和需求，协作学习，建立系统，实现信息共享。现代汽车的要求是在做出决定时赋予员工一些权力。变革管理将是成功的，因为管理层将给出方向，提供愿景，并向有权实施变革的高层提供愿景。下面就一起来看一下这篇dissertation代写辅导参考节选内容。

One of South Korea’s largest conglomerates Hyundai group displayed extraordinary growth ever since it was founded in 1947. The area of growth covered car manufacturing, ship building, construction work, electronics and finance related services. The growth pattern of Hyundai was directly linked to the reconstruction programs of South Korea after World War II and the Korean War and also the state led capitalism whose effect could be seen in the polarization of the corporate culture in the country and the increase in many more conglomerates.One of the major company’s of Hyundai is the Hyundai Motor Company and is the fifth largest auto maker as per the latest survey. Its headquarters are in Seoul, South Korea (Kirk, 1994, pp213).Hyundai operates the world’s largest integrated automobile manufacturing facility in Ulsan and it is capable of producing 1.6 million units annually. The number of company employees is about 75,000 persons around the world. Hyundai vehicles are sold in 193 countries through around 6,000 dealerships and showrooms all over the world. The Hyundai logo, which is a slanted and stylized ‘H’, symbolizes the company shaking hands with its customer. The word ‘Hyundai’ translates from the word “modernity”, and is pronounced as “Hyon-dae” in Korean. The Hyundai Motor Company was founded by Chung Ju Yung.

韩国最大的企业集团之一现代集团自1947年成立以来，表现出非凡的增长。增长领域包括汽车制造、造船、建筑工程、电子和金融相关服务。现代汽车的增长模式与第二次世界大战和朝鲜战争后韩国的重建计划以及国家主导的资本主义直接相关，其影响可以从该国企业文化的两极分化和更多企业集团的增加中看出。现代汽车的主要公司之一是现代汽车公司，根据最新调查，它是第五大汽车制造商。其总部位于韩国首尔（Kirk，1994，第213页）。现代汽车在蔚山运营着世界上最大的综合汽车制造厂，每年可生产160万辆。公司员工人数在全球约为75000人。现代汽车通过全球约6000家经销商和展厅在193个国家销售。现代汽车的标志是一个倾斜和风格化的“H”，象征着该公司与客户握手。“现代”一词翻译自“现代性”一词，在韩语中发音为“Hyon dae”。现代汽车公司是由郑汝庸创立的。

The company vision – ‘Our team provides value for your future’

公司愿景——“我们的团队为您的未来提供价值”

The company mission – ‘To pursue excellence and deliver cars that inspire, so you can live your life’

公司的使命——“追求卓越，交付鼓舞人心的汽车，让你过上自己的生活”

In 1947 Chung Ju Yung founded the Hyundai Engineering and Construction Company. The year 1967 was the year in which the Hyundai Motor Company was established. The first model of the company was the Cortina, and it was released jointly with Ford Motor Company in 1968. In 1975, the first Korean car ‘Pony’ was released. Its styling was by Giorgio Giugiaro of ItalDesign and possessed the ‘powertrain’ technology provided by Japan’s Mitsubishi Motors. Exports started the following year to Ecuador and soon thereafter to the Benelux countries. The year 1991 saw the company succeed in developing its first proprietary gasoline engine, the four-cylinder Alpha, and transmission. This led to paving the way for technological independence.In 1983, Hyundai exported the Pony to Canada. This was not done in the United States as it didn’t pass emissions standards there. The Canadian sales figures exceeded expectations completely. This was clearly seen when it was at one point the top selling car in the Canadian market. The Pony afforded a much higher degree of quality and refinement in the lowest price auto segment when compared to the Eastern-bloc imports of the period which were available at that point of time.

1947年，钟居庸创立现代工程建设公司。1967年是现代汽车公司成立的一年。该公司的第一款车型是Cortina，并于1968年与福特汽车公司联合发布。1975年，第一辆韩国汽车“Pony”问世。它的造型由意大利设计公司的Giorgio Giugiaro设计，并拥有日本三菱汽车公司提供的“动力总成”技术。次年开始向厄瓜多尔出口，此后不久又向比荷卢三国出口。1991年，该公司成功开发了其首款专有汽油发动机，四缸阿尔法发动机和变速器。这为技术独立铺平了道路。1983年，现代汽车将小马出口到加拿大。美国没有这样做，因为它没有通过排放标准。加拿大的销售数字完全超出了预期。当它一度成为加拿大市场上最畅销的汽车时，这一点就显而易见了。与当时的东方集团进口产品相比，Pony在最低价格的汽车领域提供了更高程度的质量和精致度。

In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as “Best Product 10″ by the Fortune magazine. This was largely because of its affordability. The company began to produce models with its own technology in 1988. The beginning was with the midsize Sonata.In 1996, Hyundai Motors India Limited was started with a production plant in Irrungattukotai near Chennai in India.The year 1998 saw major changes happening in Hyundai as started to change its image in an attempt to establish itself as a world class brand. Chung Ju Yung transferred the reigns of Hyundai Motor to his son, Chung Mong Koo, this was in 1999. Hyundai’s parent company, Hyundai Motor Group, invested heavily. This investment was in quality, design, manufacturing, and future research of its vehicles. The addition of the 10-year or 100,000-mile warranty for cars sold in the United States showed an aggressive marketing related campaign.In 2004 a survey by JD Power and Associates Hyundai was ranked second in terms of initial quality. Currently, Hyundai is one of the top 100 most valuable brands worldwide. Hyundai has also been one of the official sponsors of the FIFA World Cup ever since 2002.

1986年，现代汽车开始在美国销售汽车，Excel被提名为《财富》杂志评选的“最佳产品10”。这主要是因为它的可负担性。该公司于1988年开始使用自己的技术生产模型。开始是中型索纳塔。1996年，现代汽车印度有限公司在印度金奈附近的Irrungatukotai建立了一家生产工厂。1998年出现了主要的c现代汽车发生的变化开始改变其形象，试图将自己打造成世界级品牌。1999年，郑汝庸将现代汽车的统治权移交给了他的儿子郑梦古。现代汽车的母公司现代汽车集团进行了大量投资。这项投资用于其车辆的质量、设计、制造和未来研究。在美国销售的汽车增加了10年或10万英里的保修，这表明了一场积极的营销活动。2004年，JD Power and Associates的一项调查显示，现代汽车在初始质量方面排名第二。目前，现代汽车是全球最有价值的100个品牌之一。自2002年以来，现代汽车一直是国际足联世界杯的官方赞助商之一。

Organization Culture and Structure 组织文化与结构

The Hyundai Motor Company (HMC) was established under the leadership of Ju Young Chung backed by a unified and centralized management structure. He exercised the authoritarian style of leadership. The decision making process was carried out by the Chung family. The positive out of this was that such an ownership and structure gave Hyundai Motor Company the power to pursue the external agents and develop long term relationship with them. This was seen when Hyundai Motor Company entered into an alliance with Ford. The chairman refused to transfer his authority to Ford in any way (Russell, 2007, pp.57). The entire financial and personnel support was from HMC’s mother company, the Hyundai Engineering & Construction Company. This gave him the edge as it was also owned and managed by Ju Young Chung, and thus he could steer HMC in any way.

现代汽车公司（HMC）是在Ju Young Chung的领导下成立的，以统一和集中的管理结构为后盾。他实行独裁的领导风格。这个决策过程是由钟家族完成的。积极的一面是，这样的所有权和结构赋予现代汽车公司追求外部代理商并与他们发展长期关系的权力。当现代汽车公司与福特汽车公司结成联盟时，人们就看到了这一点。主席拒绝以任何方式将权力移交给福特（Russell，2007，第57页）。所有的资金和人员支持都来自HMC的母公司现代工程建设公司。这给了他优势，因为它也是由Ju Young Chung拥有和管理的，因此他可以以任何方式指导HMC。

An employee who worked with HMC from the year 1985 to 1996 said that not all executives are affiliated with the Chung family. He stated that they had a few talented professional managers. But the only this was that they never objected to any directions given by the chairman. To be more precise it was next to impossible to present any opinions with regard to anything different from that of Chung’s. Anyone who disagreed or even said a word against Chung’s decisions would and should be ready to be fired the very next day. He even went on to say that Hyundai’s entry to U.S. market was Chairman Chung’s personal ambition leading the way. But in retrospect he also agreed that without Chung’s drive, Hyundai’s entry into the U.S. market would have been delayed until and unless its technology was comparable to the Japanese or European automakers. Chung’s mode of bulldozer leadership was effective and was clearly seen also with Hyundai’s success.

一位曾于1985年至1996年在HMC工作的员工表示，并非所有高管都隶属于钟家族。他说，他们有一些才华横溢的职业经理人。但唯一的一点是，他们从未反对主席的任何指示。更确切地说，几乎不可能对与钟的不同之处提出任何意见。任何人如果不同意钟的决定，甚至说了一句反对钟的话，都会而且应该做好第二天被解雇的准备。他甚至说，现代汽车进入美国市场是钟董事长个人的雄心壮志。但回想起来，他也同意，如果没有钟的驾驶，现代汽车进入美国市场的时间将被推迟，除非其技术能够与日本或欧洲汽车制造商相媲美。钟的推土机领导模式是有效的，现代汽车的成功也清楚地表明了这一点。

After successfully leading Hyundai Motor Company (HMC) in order to gain entry in the North American market, Ju Young Chung handed over the reigns of the Hyundai group and Hyundai Motor Company to his younger brother, Se Young Chung. This was in the year 1987. The new leadership of HMC followed a very different organizational culture if compared to Ju Young Chung’s time. The chairman made attempts to inspire HMC with the new thought process. This was “harmonious human relations, autonomous management, responsibility management, and equal opportunity.” Thus it drove out the previous emperor leadership concept by the delegation of responsibility as well as authority to the various professionals employed by the organization. This change led to a change in focus with regard to strategy. 1987-1988 Se Young Chung redesigned the HMC and the main aim was to improve the production efficiency which was done by shuffling or merging the various job related functions. The most noticed change in the organization chart was the conversion from a functional organization to a divisional organization. This aimed at providing efficient control and evaluation, developed motivation of the management, improved the ability to cope with market diversification and reduction of the cost. The democratization of Hyundai was affected by the political democratization movements in Korean society in the late 80s. This led to a series of labor versus management disputes. HMC was definitely not an exception. In 1996, Se Young Chung passed on his leadership to his son, Mong Kyu Chung. He inherited not only got the title but inherited the leadership style of his father. This allowed HMC to have a smooth transition with very little turmoil. He had a broader vision. He set up a brand new vision which was aimed at a position in the world top-10 automaker ranking in the 21st century and this was possible by occupying four percent of the world auto market. Thus, the primary strategic focus was placed on improving of image of the brand and consumer satisfaction. This would be carried out via more intense product quality movement, value management, and market globalization.

在成功领导现代汽车公司（HMC）进入北美市场后，朱英钟将现代集团和现代汽车公司的统治权交给了他的弟弟Se Young Chung。这是在1987年。与朱英中时代相比，HMC的新领导层遵循了一种截然不同的组织文化。主席试图用新的思维过程来激励HMC。这就是“和谐的人际关系、自主的管理、负责任的管理和平等的机会”因此，它通过将责任和权力下放给该组织雇用的各种专业人员，推翻了前皇帝的领导理念。这一变化导致战略重点发生了变化。1987年至1988年，Se Young Chung重新设计了HMC，其主要目的是通过改组或合并各种与工作相关的功能来提高生产效率。组织结构图中最引人注目的变化是从职能组织转变为司级组织。这旨在提供有效的控制和评估，发展管理动机，提高应对市场多元化和降低成本的能力。现代汽车的民主化受到80年代末韩国社会政治民主化运动的影响。这导致了一系列劳资纠纷。HMC当然也不例外。1996年，Se Young Chung将他的领导权交给了他的儿子Mong Kyu Chung。他继承的不仅得到了头衔，而且继承了他父亲的领导风格。这使得HMC能够顺利过渡，几乎没有什么混乱。他有更广阔的视野。他提出了一个全新的愿景，目标是在21世纪的世界前十大汽车制造商排行榜上占据一席之地，这是通过占据世界汽车市场4%的份额而实现的。因此，主要战略重点放在提高品牌形象和消费者满意度上。这将通过更激烈的产品质量运动、价值管理和市场全球化来实现。

Mong Kyu Chung was also responsible for introducing the team system into the organization, along with more importance to compensation which was performance based. The 1997 East Asian crisis dealt a heavy blow to all the Korean conglomerates. In 1997 and 1998 half of the top 30 of them, including Daewoo, went into bankrupt. This crisis was faced by the Hyundai Group too. This moved the Hyundai group into restructuring its businesses. Almost 70 of the Hyundai affiliates were spun off between 1999 and 2000. The Hyundai group got a lot of public criticism because its restructuring plan was mainly focusing on dividing the property among the family members and followed no management related rationale. HMC was also the main money source of the Hyundai group and was given to MongKoo Chung who was the chairman from 1999 and was also the first living son of JuYoung Chung. This opinion was that he was the image of his father and had led HMC to a more hierarchical decision-making structure and he also revived the bulldozer type of leadership. However, his strategic direction and organizational structure were not entirely different from the previous ones. While pursuing the global top-five position in 2010, he continued to emphasize on the improvement of product quality, management transparency, and brand value. One emerging challenge to the new leadership was how to cope with the warlike labor-management disputes.

Mong Kyu Chung还负责将团队体系引入组织，并更加重视基于绩效的薪酬。1997年的东亚危机对所有韩国企业集团造成了沉重打击。1997年和1998年，包括大宇在内的前30名中有一半破产了。现代集团也面临着这场危机。这促使现代集团开始重组其业务。现代汽车的近70家附属公司在1999年至2000年间被剥离。现代集团受到了很多公众的批评，因为其重组计划主要集中在将财产分配给家庭成员，而没有遵循与管理相关的理由。HMC也是现代集团的主要资金来源，并交给了1999年起担任董事长的MongKoo Chung，他也是JuYoung Chung在世的第一个儿子。这种观点认为，他是他父亲的形象，带领HMC建立了一个更具层次性的决策结构，他还恢复了推土机式的领导。然而，他的战略方向和组织结构与以前并没有完全不同。在2010年追求全球前五的同时，他继续强调提高产品质量、管理透明度和品牌价值。新领导层面临的一个新挑战是如何应对战争般的劳资纠纷。

The current organization chart is shown below –

当前组织结构图如下所示——

External and internal environment 外部和内部环境

Hyundai is very dedicated towards providing great quality of service, support system and product. This is their policy be it their employees, dealers or customers. Starting from the top all members of the organization is driven by quality and also they strive for the continuous improvement process all across the board. This is mainly true in the area of cost, technological advancement, and efficient operations. Their management is very strongly into conducting business practices which are ethical and lead to creating long term partnerships be it with suppliers, customers or employees. They are the people who are the support system for achieving as well maintaining their competitive advantage, cost savingpurpose and also maintain the technological edge. All this is done while they remain sensitive and receptiveto the diverse communities they operate in. The price review of the stocks and also the brand new and old customers leads them to believe that they are doing a great job with their current business strategies. Their stability, efficiency, and profitabilitygoes a long way inestablishing and holding true their credibility to their shareholders and stakeholders. If they can continue to be so responsive to their customer´s needs, innovative in their processes, services, and products they should have no foreseeable problems. Clearly, Hyundai has become a leader and innovator of quality affordable automobiles for a number of years. They have achieved this because they were nimble and flexible enough to respond to changes in their marketplace and because they have kept their eye on quality, cost, and customer service. Since Hyundai is a worldwide organization they have also had to make the most of their diverse work force, as well as, overcome many regulatory, socio-cultural, and environmental variables of doing business in a multicultural and multi-ethical environment.

现代非常致力于提供高质量的服务、支持系统和产品。这是他们的政策，无论是员工、经销商还是客户。从最高层开始，组织的所有成员都受到质量的驱动，他们也努力实现全面的持续改进过程。这主要体现在成本、技术进步和高效运营方面。他们的管理层非常重视开展合乎道德的商业实践，并与供应商、客户或员工建立长期合作伙伴关系。他们是实现和保持竞争优势、节约成本和保持技术优势的支撑系统。所有这些都是在他们保持敏感并接受他们所处的不同社区的同时完成的。对股票以及全新和老客户的价格评估使他们相信，他们在当前的商业战略方面做得很好。他们的稳定性、效率和盈利能力在很大程度上无法建立和保持他们对股东和利益相关者的信誉。如果他们能够继续如此响应客户的需求，在流程、服务和产品方面进行创新，他们就不会出现可预见的问题。很明显，多年来，现代汽车已经成为高品质平价汽车的领导者和创新者。他们之所以能做到这一点，是因为他们足够灵活，能够应对市场的变化，也因为他们一直关注质量、成本和客户服务。由于现代汽车是一家全球性组织，他们还必须充分利用其多样化的劳动力，并克服在多元文化和多重道德环境中开展业务的许多监管、社会文化和环境变量。

The first Step would be to outline the Porter’s five forces (William, 2003, pp.126)which are mentioned in the diagram below –

第一步是概述波特的五种力量（William，2003，第126页），如下图所示——

Competitive Rivalry within an industry

行业内的竞争

Bargaining power of Customers

客户的议价能力

Threat of new Entrants

新进入者的威胁

Threat of substitute Products

替代产品的威胁

Bargaining power of Suppliers

供应商的议价能力

There is a new entrant threat which exists from countries like China as well as Japan. They might work in such a manner that they grab majority share in the market. The buyers can bargain for much more. Price dissatisfaction is one of the main reasons why the shift would happen on the part of the buyers. Substitution threat is not too high as not many substitutes exist in the market. The only threat would be from modes of transport which are for public use. The level of competition is very high as many believe in growth through gaining on the competitions market share. The power of the supplier to bargain is low even though everything is not manufactured some of the parts are sourced too. The manufactures have the freedom to move to other suppliers also.

中国和日本等国都存在新的进入威胁。他们的工作方式可能会让他们在市场上占据多数份额。买家可以讨价还价。价格不满是买家转变的主要原因之一。替代品的威胁并不太高，因为市场上没有太多的替代品。唯一的威胁来自公共交通方式。竞争水平非常高，因为许多人相信通过获得竞争市场份额来实现增长。供应商讨价还价的能力很低，即使所有的东西都不是制造的——有些零件也是采购的。制造商也可以自由地转移到其他供应商那里。

The environment should be constantly studied. The environment may be internal or could be external as well. The analysis of the situation also needs to be carried out so that everything is in accordance with the policy, strategy and the goals set by the management for the organization. The same way the analysis of Hyundai is conducted which will help to understand the opportunity, strengths, threats and weaknesses which are internal and external. Technically what we are talking about is SWOT of Hyundai. The competency which the company possesses which forms the core of its operation is assessed with the help of this and the decision related to results and performance can be taken. All analysis techniques would be aimed at only one thing which is improvement of the quality of the service as well the product offered by the organization. The basic steps for the process would similar always only the application sequence would be organization sensitive. The procedure would help the organization come up with improvement related opportunities. The process which is followed in the present time has to be documented so that future reference is available (Goetsch, 2003, pp.422). The process related to improvement needs a vision and this helps. The improvement effort in this way is more channelized; the goals are clear and easily achieved. The leaders which would be the owners or the management need to support the process. The top to down approach should be followed. The main agenda should be that all people involved be it top management or the lowest ranks should have clarity relate to aims and objectives as it will affect all. The level of confidence as well as communication ability is critical for this process to be successful. The final outcome would also be high quality.

应该不断地研究环境。环境可能是内部的，也可能是外部的。还需要对情况进行分析，以便一切都符合管理层为组织制定的政策、战略和目标。以同样的方式对现代汽车进行分析，这将有助于了解内部和外部的机会、优势、威胁和弱点。从技术上讲，我们谈论的是现代汽车的SWOT。借助于此评估公司所拥有的构成其运营核心的能力，并可以做出与结果和绩效相关的决策。所有的分析技术都只针对一件事，那就是提高组织提供的服务和产品的质量。流程的基本步骤是相似的——总是只有应用程序序列是组织敏感的。该程序将帮助组织找到与改进相关的机会。目前所遵循的过程必须记录在案，以便将来可以参考（Goetsch，2003，第422页）。与改进相关的过程需要一个愿景，这会有所帮助。这种方式的改进努力更加渠道化；目标明确且容易实现。作为所有者或管理层的领导者需要支持这一过程。应遵循自上而下的方法。主要议程应该是，所有相关人员，无论是最高管理层还是最低级别的人员，都应该明确目标和目标，因为这将影响所有人。信心水平和沟通能力对于这一过程的成功至关重要。最终结果也将是高质量的。

The SWOT analysis for Hyundai Motor Company is as follows –

现代汽车公司的SWOT分析如下：

Strengths:

优势：

Pricing

定价

Quality

质量

Warranties

保证

Availability/distribution channels

可用性/分销渠道

Weaknesses:

弱点：

Questionable branding

令人质疑的品牌

Depreciation/trade in value

折旧/折价

Lack of consumer information: especially on their web site

缺乏消费者信息：尤其是在他们的网站上

Opportunities:

机会：

Green alternatives and hybrid cars

绿色替代品和混合动力汽车

Technological innovations/research/development of same

技术创新/研究/开发

Better integration of web site for customer product information and company profile information

更好地整合客户产品信息和公司简介信息的网站

Threats:

威胁：

Political

政治的

Trade

贸易

Socio-economical

社会经济

Other regulatory constraints: especially those linked with environmental issuesand manufacturing.

其他监管限制：尤其是与环境问题和制造业有关的限制。

Change Management 变更管理

Change stands at the heart of any leadership. Organizational culture is one of many situational variables that have emerged as being pivotal while understanding the success of any leaders’ efforts with regard to implementing any change initiatives. In this sternly ‘shark eat shark’ business world, the main aim of most of the firms is to establish distinctive and unique capabilities towards gaining a competitive advantage in the marketplace while utilizing the most of their core competencies. So it is important to understand what competencies are. Competencies refer to the fundamental knowledge owned by the firm i.e., knowledge, know-how, experience, innovation and unique information, and to be specific they are not confined to functional domains only but cut across the firm and its organizational boundaries (Lowson, 2002). In today’s world, being it is only the degree of dissimilarity from the ‘beaten path’ that provides one with the cutting edge. If the aim is to deliver a unique mix of the values, a gamut of activities need to adopted keeping in mind the present market situation. Thus, one gets the capability which enables him to execute specific activities, at the same instance being able to work meaningfully between the activities and therefore extending the ‘cutting edge).The all-important exercise now, would remain the development of a unique path ahead, utilizing all resources at one’s service, yet mindful of the environmental realities. It would be through the above mentioned unique capabilities that the outfit would better its chances of maintaining the competitive advantage. The concept of competition everywhere, including the domestic as well as international scenario has crossed into another realm of its own. The emphasis on performance and the quality of product has surpassed the impediments that once existed to control the price of the product. Hence, vigorous product management during the development process itself forms the backbone of the competitive edge accrued. Organizational culture governs the degree of success that can be brought about by any attempt to effect organizational behaviour.The very Conceptual model of change as well as the inherent process models adopted for organizational change have undergone a change thereby highlighting the importance of culture in enabling entrepreneurs/ leaders in their attempts to transform the norms, attitudes, and general disposition of the employees emulating them in their outfits.Gagliardi’s model of 1986 (Tim, 2003, pp.53)for cultural change explains the varying effects of change which are incremental, apparent and path breaking when compared with the prevailing norms of culture. Attempts to effect change, when exercised, keeping in mind the abovementioned strategic outlook effectively extend, reinforce or even at times, weaken existing presumptions and standards caught up by the steps to initiate the change. The bulwark of methodologies and market tactics are always the cultural aspects. It is these aspects that decide if leaders are to anticipate cultural adaptation, struggle or maybe even alterations as a consequence of their authority. Gagliardi’s Model also brings to ones notice the overbearing importance for any leader to bear in mind, the intense cultural effects stemming out of the techniques utilized by them to bring about change initiatives thereby effecting the organizational surroundings.

变革是任何领导力的核心。组织文化是许多情境变量中的一个，这些变量在理解任何领导者在实施任何变革举措方面的成功与否时都是至关重要的。在这个“鲨鱼吃鲨鱼”的商业世界里，大多数公司的主要目标是建立独特的能力，在利用其大部分核心竞争力的同时，在市场上获得竞争优势。因此，了解什么是能力是很重要的。能力是指企业拥有的基本知识，即知识、专有技术、经验、创新和独特信息，具体而言，它们不仅限于职能领域，而且跨越企业及其组织边界（Lowson，2002）。在当今世界，只有与“老路”的不同程度才是最前沿的。若目标是提供独特的价值组合，则需要考虑到当前的市场形势，采取各种各样的活动。因此，一个人获得了执行特定活动的能力，同时能够在活动之间进行有意义的工作，从而扩展“前沿”）。现在最重要的工作仍然是制定一条独特的前进道路，利用一切资源为自己服务，同时考虑到环境现实。正是通过上述独特的能力，该机构才能更好地保持竞争优势。世界各地的竞争概念，包括国内和国际情况，已经进入了自己的另一个领域。对产品性能和质量的重视已经超越了曾经存在的控制产品价格的障碍。因此，在开发过程中进行强有力的产品管理本身就形成了积累竞争优势的支柱。组织文化决定了任何影响组织行为的尝试所能带来的成功程度。变革的概念模型以及组织变革所采用的固有过程模型都发生了变化，从而突出了文化在促使企业家/领导者尝试改变员工在服装中模仿他们的规范、态度和总体性格方面的重要性。Gagliardi 1986年的文化变革模型（Tim，2003，第53页）解释了与主流文化规范相比，变革的不同影响是渐进的、明显的和突破性的。在实施变革时，牢记上述战略前景，有效地扩展、加强甚至有时削弱了启动变革的步骤所涉及的现有假设和标准。方法论和市场策略的堡垒始终是文化方面。正是这些方面决定了领导人是否要预见文化适应、斗争，甚至可能因其权威而发生变化。Gagliardi的模型也让人注意到，任何领导者都必须牢记其至高无上的重要性，以及他们为实现变革而使用的技术所产生的强烈文化影响，从而影响组织环境。

Hyundai Motor Company enjoys the status of the largest auto-manufacturing set up in South Korea as well as the distinction of being considered the fifth largest industry on the globe. It boasts of a capacity to manufacture 1.6 million units per annum. The strength of the Hyundai fraternity lies in their ability to lay stress at every level of its production management system, thereby catapulting them to their present day status as also enabling the coveted competitive edge that forms any mediocre company’s yearning (Worldwide Hyundai, 2008). The production house has grown to spread its branches the world over, particularly Europe, Asia & the US. Wecan thus safely assume that the key ingredients which enable a worldwide leader the ‘cutting edge’ are as follows:-

现代汽车公司是韩国最大的汽车制造企业，也是全球第五大汽车工业。它拥有每年生产160万台的能力。现代兄弟会的力量在于他们能够在生产管理系统的各个层面施加压力，从而将他们推到今天的地位，同时也实现了任何平庸公司所渴望的令人垂涎的竞争优势（Worldwide Hyundai，2008）。这家生产公司已经发展到将其分支机构遍布世界各地，尤其是欧洲、亚洲和美国。因此，我们可以放心地假设，使全球领导者成为“前沿”的关键因素如下：-

Explain, all that the company achieved which would lead to the attrition, gradual dissipation and at a later stage even complete failure of the competitive advantage that it enjoyed?

解释一下，该公司所取得的一切，会导致其所享有的竞争优势的流失、逐渐消散，甚至在后期完全失效？

Explain, all that the company needs to undertake in order to enable it to sustain role in providing it the competitive advantage?

解释一下，公司需要承担的一切，以使其能够在提供竞争优势方面发挥作用？

In any company, it is the management which is solely accountable for ensuring that the former stays ahead of its competitors in the arena. Had it not been the competent and effective, the company would probably have lost its competitive edge advantage (the company’s standing in the market environment relative to other (competitor) companies. In keeping with all other leading industries, Hyundai too enjoys a huge competitive advantage when compared to its rival auto-manufacturing companies the world over. Also, Hyundai even risks suffering the erosion or eventual loss of its competitive advantage and position if the management will not be able to adapt to the changing market and customer need, specifically in car industries.

在任何公司中，管理层都全权负责确保前者在竞技场上领先于竞争对手。如果它不是有能力和有效的，该公司可能会失去竞争优势（该公司在市场环境中相对于其他（竞争对手）公司的地位）。与所有其他领先行业保持一致，与世界各地的竞争对手汽车制造公司相比，现代汽车也享有巨大的竞争优势。此外，如果管理层无法适应不断变化的市场和客户需求，特别是在汽车行业，现代汽车甚至有可能遭受竞争优势和地位的侵蚀或最终丧失。

The society also needs to be looked at and their needs to be met. This would pave the road for the organization to become a market leader. The pricing factor also needs to be constantly kept in mind as the consumers are very price sensitive. This would work to their advantage as the cars would become more affordable as well as quality cars. The models related to the industrial growth in order to be consistent as well as have the advantage over the competition need to be flexible and innovative so that it can deal with the risks which the internal and the external environment would make the organization face. Hyundai as a company also needs to do that by making its set up strong internally as well as externally so that it has an edge over the competition and their growth is steady and consistent. This is also affected by the fact that Hyundai has a global presence and also needs to grow through establishment of its manufacturing facilities all over the world. The departments which need to look into the development of the company needs to follow tiered research and utilize innovative ways and plans so that the high as well lower management is motivated for success as well as to give Hyundai the competitive edge over the competition. The growth in the present economy and market demands products which are new and improved and the costs as well as the market price is low. The Hyundai management and mangers need to be open to change as well as need to be creative in the process so that it can be turned for the benefit of the company. Hyundai has identified the sources for gaining the edge over the competition by making their core competencies strong and cutting edge so that no one can touch them. The position which the company enjoys as being the market leader needs to be sustained and consistent so that the long term goals are achieved and profitability grows. This is so at all levels in the organization. The merger which happened between two companies Hyundai and Kia is a very clear example of this (Orcullo, 2007, pp.48). The growth in the Korean automobile industry was consistent in terms of sales up to 1996 but the next year saw a major slump in the economy which had a very negative impact on the company and its growth. They managed and tackled this slump by expanding their facilities for production. During this time Kia went bankrupt. Kia as well as Asia Motors was merged with Hyundai. This also resulted in major reshuffling happening within the top management and was in accordance with the plan made by the owners for its success. Majority of the auto companies were restructuring their units as well as letting go a lot of their employees to reduce costs and handle this down turn. Many companies which were multinationals were acquiring the manufacturers for auto parts while this was going on.

社会也需要被审视，他们的需求也需要得到满足。这将为该组织成为市场领导者铺平道路。价格因素也需要时刻牢记，因为消费者对价格非常敏感。这将对他们有利，因为这些汽车将变得更实惠，也更优质。与产业增长相关的模式为了保持一致并在竞争中具有优势，需要具有灵活性和创新性，以便能够应对内部和外部环境将使组织面临的风险。现代汽车作为一家公司，也需要通过在内部和外部建立强大的机构来做到这一点，这样它才能在竞争中占据优势，并且他们的增长是稳定和一致的。这也受到现代汽车在全球的影响，也需要通过在世界各地建立制造设施来发展。需要研究公司发展的部门需要遵循分层研究，利用创新的方式和计划，从而激励高层和下层管理层取得成功，并使现代汽车在竞争中具有竞争优势。当前经济和市场的增长要求产品是新的和改进的，成本和市场价格都很低。现代汽车的管理层和管理者需要对变革持开放态度，也需要在变革过程中发挥创造性，以便将变革转化为公司的利益。现代汽车已经确定了在竞争中获得优势的来源，通过使其核心竞争力强大和尖端，使任何人都无法触及它们。公司作为市场领导者所享有的地位需要持续和一致，以实现长期目标并提高盈利能力。这在组织的各个层面都是如此。现代和起亚两家公司之间的合并就是一个非常明显的例子（Orcullo，2007年，第48页）。直到1996年，韩国汽车行业的销售额一直在增长，但第二年经济出现了严重衰退，这对公司及其增长产生了非常负面的影响。他们通过扩大生产设施来应对这一衰退。在此期间，起亚汽车破产了。起亚和亚洲汽车公司与现代汽车公司合并。这也导致了高层管理层内部的重大改组，并符合所有者为其成功制定的计划。大多数汽车公司正在重组其部门，并解雇大量员工，以降低成本并应对这一下滑。在这一过程中，许多跨国公司正在收购汽车零部件制造商。

This process related to the auto industry in Korea led to the market becoming very confrontational. This was the case as the parties involved were affected by all the decisions which were taken. They were the labour related unions, government and its agencies as well as the company management. The merger in question had a very synergizing effect on the performance of the business of the automobile manufacturers. The group on the whole managed to save costs as all operations were integrated which was important for success. As the auto parts which had to be used were being shared it led to synergy happening on the front of the suppliers too. The design and development as well as Research departments also showed an effect on the costs as the platforms on which each operation was being carried out was integrated as a result of the merger. The power train development and the sharing of parts helped both the companies in getting down their costs and for their profitability to go up. Alignment of all the business functions was required as smooth integration was very important for future smooth operations. The group which would be formed as a result of this merger would possess specializations which were coordinated and would work towards cost saving and profitability improvement. The style of management at Hyundai was aggressive and the employee involvement practice for working followed by Kia was creative. Both of these coming together resulted in an organization culture which is competitive as well as successful be it while the economic slow down had happened or even later after recovery. The upturn which happened 1999 to 2000 helped in the recovery process of the two automobile manufacturers. Kia as a result of the merger came back from the dead and its revival was drastic and dramatic. Some of Hyundai’s strengths helped in this recovery process for Kia. These strengths were the auto part sharing as well as the utilization of the facilities for production as well as the technology. Kia with the help from Hyundai increased their sales as well as the share in the market and started to make steady performance in terms of finance and started following Hyundai’s trends. All these positives from the Kia Hyundai merger released them from the clutches of the courts in 2000. Now it was time to look at the long term growth plans and policies. The labour unions in the automobile industry serve as a major threat for them. They can resist any efforts related to integration of business and specialization of techniques. It is not that the labour unions have been sitting quietly. They have been working towards greatly affecting the procedure and plans for the restructuring of the business as well as employee management. The unions of Hyundai and Kia have taken this configuration of the business very positively and have not posed any opposition on the resource sourcing, research and development which is needed to be carried out keeping the uncertain future in mind. In this merger group the main concern is how to keep the union positive and cooperative so that they are less resistant to any change or decision which is critical for business. In 2001 the group made public their plans world towards becoming the 5th automobile group which is global. This was to be done by 210. The auto group which is Korean came into the industry late and thus it still has to work towards improving the image of the brand. In the domestic market both companies have only complimented each other and the only thing is that the growth is intense. In the mid of 1999 the market in Korea related to automobiles opened their gates to foreign makers too. This led to major competition increased and the boundaries were broken making the auto industry one. Now it was survival of the fittest. Hyundai a company in order to survive had to enhance their ability technologically with the help of their research and development department and also their process for manufacturing. The products needed to better quality than the competition as well more reliable. There is a dire need to constantly to make the brand seem superior and this can be done only with products that appeal to majority customers an they are chosen over the competitions products. The two companies need to work towards improving the parts supplied and the finance related abilities which is at this point of time quite low as compared to other advanced countries of the world. The positioning strategy is the next agenda which should be in the mind of the companies Kia and Hyundai. There needs to some kind of plan of how all the products from both the companies would be placed in the market as well pricing procedure needs to be clear. The strategy which they have been following is to position duplicates of each others car models. The management which is at a senior level is insistent on retaining their business related composition as on date and not have it changes courtesy the merger. This covers all car models. The long term agenda is not the same. The plan would be that the sectors related to various aspects of business be divided and the both the automobile manufacturers would work towards positioning their products in various demand markets. This is the way of working followed by auto giants like General Motors. Rather than working towards coming up with a new framework for business with respect to sales as well as manufacturing the management’s concern shifted to the fact that how would they get over the vested interest of the senior management in the current business policies and practices of their two organizations separately rather than working as one entity.

这一过程与韩国汽车行业相关，导致市场变得非常对抗。情况就是这样，因为所做的所有决定都会影响到有关各方。它们是与工会有关的工会、政府及其机构以及公司管理层。有关合并对汽车制造商的业务表现产生了非常协同的影响。由于所有业务都是一体化的，该集团总体上设法节省了成本，这对成功至关重要。由于必须使用的汽车零部件被共享，这也导致了供应商之间的协同作用。设计和开发以及研究部门也显示出对成本的影响，因为每次运营所基于的平台都因合并而整合。动力传动系的开发和零件共享帮助两家公司降低了成本，提高了盈利能力。需要协调所有业务职能，因为顺利整合对未来的顺利运营非常重要。此次合并将形成的集团将拥有协调一致的专业知识，并致力于节约成本和提高盈利能力。现代汽车的管理风格很激进，起亚遵循的员工参与工作的做法也很有创意。这两者结合在一起，形成了一种既有竞争力又成功的组织文化，无论是在经济放缓的时候，还是在复苏之后。1999年至2000年的好转有助于这两家汽车制造商的复苏进程。起亚作为合并的结果起死扶伤，其复兴是激烈而戏剧性的。现代汽车的一些优势帮助了起亚的复苏进程。这些优势是汽车零部件共享以及生产设施和技术的利用。起亚在现代汽车的帮助下增加了销量和市场份额，并开始在财务方面取得稳定的表现，并开始追随现代汽车的趋势。2000年，起亚-现代合并带来的所有这些积极因素使他们摆脱了法院的控制。现在是时候审视长期增长计划和政策了。汽车行业的工会是他们的主要威胁。他们可以抵制任何与业务整合和技术专业化相关的努力。这并不是说工会一直在安静地坐着。他们一直在努力极大地影响业务重组和员工管理的程序和计划。现代和起亚的工会非常积极地对待这一业务配置，并没有对需要进行的资源采购、研发提出任何反对意见，同时考虑到不确定的未来。在这个合并集团中，主要关注的是如何保持工会的积极性和合作性，使他们对任何对业务至关重要的变化或决定都不那么抗拒。2001年，该集团在全球范围内公开了其成为第五家全球汽车集团的计划。这将在210之前完成。韩国汽车集团进入汽车行业较晚，因此仍需努力提高品牌形象。在国内市场，两家公司只是互相称赞，唯一的是增长强劲。1999年中期，韩国与汽车相关的市场也向外国制造商敞开了大门。这导致了主要竞争的加剧，界限被打破，使汽车行业成为一体。现在是适者生存。现代汽车公司为了生存，必须在研发部门和制造工艺的帮助下提高技术能力。产品需要比竞争对手质量更好，也更可靠。迫切需要不断地让品牌看起来更卓越，而这只能通过吸引大多数客户的产品来实现，因为这些产品是在竞争产品中选择的。这两家公司需要努力提高供应的零部件和财务相关能力，目前与世界其他先进国家相比，这一能力相当低。定位战略是起亚和现代公司应该考虑的下一个议程。需要制定某种计划，说明两家公司的所有产品将如何投放市场，定价程序也需要明确。他们一直遵循的策略是定位彼此汽车模型的副本。高级管理层坚持保留其与业务相关的组成，不会因合并而发生变化。这涵盖了所有车型。长期议程并不相同。该计划将划分与业务各个方面相关的部门，两家汽车制造商将努力将其产品定位在各个需求市场。这是通用汽车等汽车巨头所遵循的工作方式。管理层没有致力于为销售和制造方面的业务制定新的框架，而是将注意力转移到了这样一个事实上，即他们将如何在各自组织的当前业务政策和实践中超越高级管理层的既得利益，而不是像一个实体。

Recommendations for Growth

增长建议

The economy needs to be more balanced as well needs to have a direction (Gaten, 2002, pp.1). This would be true in many areas like distribution of health care products, standards which are set with regard to environment and labour as well as trade. The Global Reporting Initiative of 1997 worked towards a system for accounting which would help to calculate the level of sustenance with the data which is social, economic and environmental. This would make the measurement system one for all aspects. The risks which are taken need to be more educated ones and the importance of the same has been understood. The vision, mission as well as the plan to achieve the companies’ objectives needs to be in sync with the objectives which have been set up in the long term agenda of the organization. The strategy needs to be absolutely clear and values needs to be clearly defined. The values of the organization should be aligned with that of the stakeholders. The alignment would happen by integration of the process, procedures as well as policies and with that success is inevitable. The objectives which are long term would be better achieved if they match the vision and the purpose of the individuals involved. The decision making process needs to be consistent and would also work towards achievement of personal ambitions too along with the organizations. Talks should always be there between the management and the employees of Hyundai so that every concern and want is out in the open and the learning is collaborated and systems are there so that information sharing happens. The requirement for Hyundai was to give some power to the employees in terms of the decisions that are made. The change management would be successful as the management would give the direction as well as provide the vision and also to top that have the authority to implement the change. Management would have to provide the push factor for the change process and this would also have an effect on the goals which are short term in Hyundai which would be aspects like building of teams, sharing of visions and defining the responsibilities amongst the employees. The work of Hyundai would be to stick to the objectives of the management and the leadership and would move in the right direction for a very positive future. The strategies which would be set up to achieved the goals which are long term as well as short terms would be based on the factors which have been discussed above. As per Ashkenas if there was a want on the part of the management to get improvement in the performance of the people of the organization the best way would be to make and plan the procedures for attainment of their goals which were to be achieved in less than an year i.e. short term goals. So the goals of Hyundai falling in this category are-

经济需要更加平衡，也需要有一个方向。这在许多领域都是正确的，比如医疗保健产品的分销、环境、劳动力以及贸易方面的标准。1997年的全球报告倡议致力于建立一个会计制度，该制度将有助于用社会、经济和环境数据计算维持水平。这将使测量系统适用于所有方面。所承担的风险需要更多地接受教育，并且已经了解了风险的重要性。实现公司目标的愿景、使命和计划需要与组织长期议程中设定的目标同步。战略需要绝对明确，价值观需要明确界定。组织的价值观应与利益相关者的价值观保持一致。这种协调将通过整合流程、程序和政策来实现，取得成功是不可避免的。如果与相关个人的愿景和目标相匹配，长期目标将更好地实现。决策过程需要一致，也将与组织一起努力实现个人抱负。现代汽车的管理层和员工之间应该始终进行对话，以便公开每一个问题和需求，协作学习，建立系统，实现信息共享。现代汽车的要求是在做出决定时赋予员工一些权力。变革管理将是成功的，因为管理层将给出方向，提供愿景，并向有权实施变革的高层提供愿景。管理层必须为变革过程提供推动因素，这也会对现代汽车的短期目标产生影响，这些目标包括团队建设、愿景共享和员工责任界定等方面。现代汽车的工作将是坚持管理层和领导层的目标，并将朝着正确的方向前进，创造一个非常积极的未来。为实现长期和短期目标而制定的战略将以上述因素为基础。根据Ashkenas的说法，如果管理层希望提高组织人员的绩效，最好的方法是制定和计划实现目标的程序，这些目标将在不到一年的时间内实现，即短期目标。所以现代属于这一类的目标是-

Each employees being responsible enough to be answerable for their own actions. This would be empowering for the individuals and would also push them to work as team.

每个员工都有足够的责任感，对自己的行为负责。这将赋予个人权力，也将推动他们作为团队工作。

The labour which they hire would be the best in the industry by being the most learned in terms of technology and specialization in their field.

他们雇佣的劳动力在技术和专业化方面都是行业中最好的。

Fight to produce products which are the best in the market as well as made following the best procedure but the cost of production being as low as possible.

努力生产市场上最好的产品，并按照最好的程序生产，但生产成本尽可能低。

The feedback which is received form the short term objectives would help the organization to come up with the objectives which are long

从短期目标中收到的反馈将有助于组织制定长期目标

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