| Title | 8C plus 6C management model for multi-national corporation: a locally compatible and globally fit culture model |
|---|---|
| ID_Doc | 68436 |
| Authors | Ng, WH; Lee, SF; Siores, E |
| Title | 8C plus 6C management model for multi-national corporation: a locally compatible and globally fit culture model |
| Year | 2003 |
| Published | Journal Of Materials Processing Technology, 139, 1-3 |
| Abstract | Taking a macroperspective of world-class organisation, one can easily trace the corporate culture that develops within the enterprises and their employees. Corporate culture is indeed the soul of an organisation. It was suggested by scholars that the actual reason accounting for the prosperity of an organisation does not lie in its tough management program or management tools, but in their cultural elements rooting in an organisation and its distinctive corporate culture. In exploring the reasons for the prosperity of an organisation, these aspects are always being reviewed. How can organisations fully inspire the passion of all employees and deploy their strengths and talents? What the organisations would do to assist employees in pursuing their career path? In order to survive and thrive, organisations, independent of their sizes, should form their own beliefs, values and work ethics. They also should have a common platform for understanding of their employees, customers and business partners. In 1989, SAE moved their operation into China, the Guangdong Province, Dongguan City to set up its manufacturing facility. SAE started from scratch at a unique place with different culture, values, beliefs, perspectives, society system, norms etc. Facing the new environment and challenges, the staff did not show any sense of being strangers psychologically: on the contrary, they possessed high confidence in operating the new facility and were committed to building a world-class operation. This paper presents the SAE 8C Corporate Culture Model (concern, communication, consensus, co-operation, commitment, control, creativity and contribution) which has a strong base of the ancient Chinese wisdom of The Analects of Confucius. This SAE 8C Corporate Culture Model influences the employee step-by-step in a progressive way and it basically has four levels: infancy, childhood, adulthood and parenthood level. In an effort to maintain sustainable superiority over the rivals in the marketplace, another add-on self-initiated continuous benchmarking process: SAE 6C self-actualisation engine (committed, combative, concentrated, crazy, creative, and champion) is launched for further self-advancement. (C) 2003 Elsevier Science B.V. All rights reserved. |
No similar articles found.