Foxconn's "rise" stems from its unique enterprise management.

The development of enterprises is influenced by various factors, and the quality of their management mode will also greatly affect the construction and development of enterprises. We can see Foxconn's management mode, as well as its advantages and disadvantages. You can see how the enterprise is influenced by the management mode.

Introduction and Development of Foxconn Foxconn Technology Group is a high-tech enterprise focusing on 6C industries such as computer, communication, digital content of consumer electronics, auto parts and channels. Founded by the famous entrepreneur Guo Taiming.

With its rooted technology, professional manufacturing and forward-looking decision-making, Foxconn has developed rapidly since 1974 set up a factory in 10 Gigabit, especially since 1988 set up a factory in Shenzhen, with more than1000000 employees and top it customers in the world, becoming the largest professional manufacturer in the electronic industry in the world. Ranked first among the top 200 mainland exports for 9 consecutive years; 20 1 1 year, ranking 60th in Fortune Global 500. There are dozens of subsidiaries in Chinese mainland, Taiwan Province, America, Europe and Japan, and eight science and technology industrial parks have been established in South China, East China and North China. Since 199 1, the group's annual operating income has maintained a compound growth rate of more than 50%, and it is the world's largest manufacturer of computer connectors and computer quasi-systems. It has been selected in the list of global information technology companies 100 published by Businessweek for nine consecutive years (ranked second in 2005 and 2006) and ranked first among the top 200 export enterprises in China for four consecutive years. 2005 (No.371), 2006 (No.206), 2007 (No.0/54), 2008 (No.0/32), 2009 (No.0/09), and 2009. Over the years, the group's outstanding business performance and investment strategy of rooting in the mainland and deepening science and technology have been deeply affirmed by national and local leaders.

Futukang Technology Group is in the process of business transformation from "manufacturing Foxconn" to "technological Foxconn", and will focus on developing nanotechnology, heat transfer technology, nano-scale measurement technology, wireless network technology, green technology, CAD/CAE technology, optical coating technology, ultra-precision composite/nano-scale processing technology, SMT technology and network chip design technology. Establish the product market position of the group in the fields of precision machinery and molds, semiconductors, information liquid crystal display, wireless communication, network and so on, and then become the most important technology company in the field of optical, mechanical and electrical integration in the world.

Foxconn has hundreds of subsidiaries and agencies in Chinese mainland, Taiwan Province, Japan, Southeast Asia, America and Europe, and its global layout strategy is "R&D in two places, design and manufacture in three places, and global assembly and delivery".

Business philosophy: love, confidence and determination.

Core competitiveness: speed, quality, technology, flexibility, cost and culture.

Features: industrious culture

Growth orientation: long-term, stable, development, science and technology, international.

Management mode and method of the company

The management mode of an enterprise depends largely on the personal experience of the leader. Guo Taiming, who served in the army, introduced the tough style of the army into the enterprise. This kind of autocratic leadership with high command and low relationship is undoubtedly effective in the case of low production links and immature employees, but there are also some problems.

A "three-step" development management strategy with manufacturing and technology as the core.

The first step is to develop the core competitiveness in the manufacturing field and win more customers. Foxconn paid attention to the design and manufacturing ability of precision molds from the beginning of its establishment, and finally formed its technical competitiveness with precision molds as its core. Foxconn's ability to design and manufacture precision molds can be divided into three stages: manual workshop stage, mechanical processing stage, and eCMS (components, modules, movement and service) stage. In the initial stage of its business, Foxconn relied on the master in the mold workshop to manually open molds, and then began to cultivate mold talents by itself, initially forming mold research and development and manufacturing capabilities.

With the advent of the information age, during the period of 1980- 1999, Foxconn entered the mechanical processing stage of precision molds, and its production scale continued to expand. During this period, Foxconn set up a chemical plating department, adopted CAD3/CAM4 computer-aided design, and invested in new equipment on a large scale. By continuously improving the precision of molds, Foxconn can mass-produce precision molds with different categories, different materials and different uses. With the rise of the network era since 1999, Foxconn's mold production has entered the eCMS stage, realizing the vertical integration from raw material processing to parts manufacturing to end product design and manufacturing. Establish a mechanism of "R&D design, engineering test and rapid mold/sample preparation" near the production center of strategic customers to develop new products synchronously with customers and shorten the time for mass production and listing.

It can be said that the correct strategic management and the method of keeping pace with the times have made the development of enterprises advance by leaps and bounds.

Second, refine the division of labor and standardize the operation.

After Foxconn adopts assembly line production, each employee is only responsible for a specific process, even an action, such as the inspection of silicon wafers. The only action during work is to stare at the silicon wafer on the assembly line and check whether it meets the production standards. In the mass production of machines, assembly line workers will inevitably become accessories of machines. The standard action of the work has been fixed, and the workers are only engaged in performing their functions and engaging in actual operations according to the prescribed standards, and cannot go their own way. Workers will not be replaced by machines just because they are more efficient or cheaper than machines in this link.

Third, reward and punishment mechanism and incentive mechanism.

In order to obey the overall development strategy, Foxconn also adopts different salary structures and incentive mechanisms for employees of different levels.

Equity incentive is the most important part of the company's middle and senior managers, focusing on cultivating their enterprising spirit-the company provides competitive welfare protection for middle-level cadres and cultivates their high loyalty and dedication to the enterprise.

Recruit employees with low work experience and technical requirements as the bottom employees, reduce labor costs, and strictly link the reward and punishment mechanism with income by means of "target management".

Clear reward and punishment is the key management method for Guo Taiming to make his subordinates responsible, which effectively establishes the work values of distinguishing right from wrong and prevents the company from producing a "muddling culture".

For subordinates who have achieved good results, Guo Taiming will reward them in various ways, while for subordinates who have not completed their tasks, Guo Taiming will not only severely punish them, but also be merciless.

Fourth, strong management style.

"Dictatorship for the public" is the core leadership concept of Guo Taiming.

Guo Taiming believes that "democracy is the most inefficient". Instead of wasting time and energy on democratic discussions, it is better to let responsible leaders make decisions alone. In a growing enterprise, leaders should be more domineering. Foxconn has an organizational structure that obeys the overall development strategy and a strict "management by objectives" system based on the loyalty of its subordinates. Guo Taiming shaped Foxconn's execution through strong management style and positive internal education.

In a word, the rise of Foxconn is a miracle, and its development shows extraordinary vitality. Its unique management method and mode are worth learning from other enterprises, but the management problems need to be adjusted and optimized gradually. I believe that the development of a good enterprise can not be separated from a good management model, and a good enterprise can also create a good management model, and a good enterprise can constantly optimize its own management model.