海尔是世界白色家电第一品牌

However, twenty years ago, Haier is also a collective loss of 1.47 million small factories. Factory disorganized, factory regulations turned out to be not allowed to relieve them in the workshop.

So what makes this former small group factory into a turnover of 100 billion global multinational corporations? For The reason, I think that Zhang rui min’s leadership style played an important role.

So what is leadership style?

The leadership is the process of influencing others to achieve the organizational goals. The leadership is an interaction between the leader,the followers, and the situation. And how Zhang rui min use the leadership style?

First, we analyze:

1. How Zhang rui min establishes linkage between the organization’s goals/objectives and the responsibilities and commitment of relevant teams and individuals within it.

a. Zhang thinks that give employees a sense of belonging. Haier give the employees many opportunities to participate in the development and construction company.

b. To give employees enterprise culture: that is, spiritual beliefs of employees. So that employees and business integration. and they will think they are the company people.

c．Give the staff room to grow: a good training, a very good career planning for their personal, these all is very attractive to employees.

d．Put the Benefits of employees linked to the performance of enterprises, performance evaluation, combined with a small part of the shares or options can play a very good incentive.

e. Of course, also do some emotional investment to the staff. In this Haier set up

complete incentive mechanisms, including the responsibility motivation, target incentive, honor incentives, material incentives and so on.

f. System of internal competition for posts by Haier, the vacant positions are posted on bulletin boards unified, any employee can participate in recruitment.

Analysis of these measures above，try to meet employee’s emotional needs and give employees full participation and help employees identify their performance strengths&weakness. It can be seen that Zhang's leadership style emphasis on affiliative style, democratic style and coaching style.

2. How leadership uses techniques of role modeling, effective communication, consultation and decision making to influence groups and individuals within the organization.

Techniques of role modeling.

Zhang through establish role models, setting high performance standards to encourage employees, to mobilize staff enthusiasm and motivation.

Effective communication:

For this, Zhang said: communication is more important than power.

So how dose Zhang use the effective communicate to influence groups and individuals within the organization?

a. Control. Effective communication can know the employees’ ideas, opinions and so on. Early discovery and solve problems and eliminate misunderstanding. Helpful to the control of conflict.

b. Coordination. Effective communication helps to coordinate the individuals, departments and form a good corporate culture.

c．Motivation .leaders will be able to communicate effectively to create a harmonious working environment and atmosphere, and enhance employee sense of responsibility and sense of belonging, encouraging employees to be performance contacts. d．Exchange. Effective communication can make the concept of the company into the concept of employees. Help enhance the team's cohesion.

Effective consultation.

Effective consultation including all views in the decision-making, can reduce the

conflicts, helpful to the formation of high cohesive team. Specifically, effective consultation can play a preventive role; correction function; improve the effect; innovative role.

Effective decision making

Decision making is the process for future action to develop a variety of options and decide which program is used. Decision-making played a very important position and role in the management activities. The correct scientific decision-making plays a decisive role in the activities of management, directly affects a business or organization's survival and development.

So how does Zhang use effective decision-making to influence groups and individuals within the organization?

a. Establish the objective - Define what you want to achieve.

b. Agree on the process - Know how the final decision will be made, including whether it will be an individual or a team-based decision. The Vroom-Yetton-Jago Model (member only) is a great tool for determining the most appropriate way of making the decision.

e. Involve the right people - Stakeholder Analysis is important in making an effective decision, and you'll want to ensure that you've consulted stakeholders appropriately even if you're making an individual decision. Where a group process is appropriate, the decision-making group - typically a team of five to seven people - should have a good representation of stakeholders.

f. Allow opinions to be heard - Encourage participants to contribute to the discussions, debates, and analysis without any fear of rejection from the group. This is one of the best ways to avoid groupthink (member only). The Stepladder Technique is a useful method for gradually introducing more and more people to the group discussion, and making sure everyone is heard. Also, recognize that the objective is to make the best decision under the circumstances: it's not a game in which people are competing to have their own preferred alternatives adopted.

3. How Zhang rui min builds, empowers, encourages and supports teams within the organization.

Builds teams.

Zhang considers that establishment of a good team should have the following:

a. Have a good team leader. Zhang called China's management guru, created a \"sphere of the slope\\"OEC Management Act\\"not as good as racing horses,\" and

many other management theories and methods, making Haier ‘s Management meets international standards.

b. A team needs good communications. People need to know what is expected of them, what is happening in the organisation, and how all this effects them as

individuals and as a team. In many ways, the best communication is face-to-face but this can be time-consuming and may not always be practical. These days e-mail is an efficient means of communication, provided that it is not overdone or used as a way of avoiding difficult encounters.

c. A team needs clear objectives. Vision Ideally these objectives ought to be SMART - that is, specific, measurable, achievable, resourced, timed. For more information on this, check out my advice on \"How To Produce A Strategic Plan\"

d. A team needs trust. Members need to trust each other and most especially the team leader. This requires open and honest communication, acceptance of a 'no blame' culture, and a recognition that every mistake is an occasion for learning and not an excuse to criticise.

e. A team needs shared values and a shared vision. All team members need to know and agree how the team is going to work and what it is trying to do. This might involve having some sort of strategy session - maybe facilitated by someone outside the team - with exercises to ensure that the values and the vision are embraced by all. f. A team needs to be the right size. There is no precise figure here, but generally speaking one would expect a team to be around 8-12 members; smaller and supervision runs the danger of being excessive, larger and it is difficult for the leader to exercise effective control.

g. A team needs members with a variety of skills. The nature of these skills will depend on the organisation and the task. However, typically one might want someone good with figures as well as someone good with words, someone who is effective at getting things done as well someone who is a creative thinker. It is important to avoid the temptation to choose too many like-minded members and team members need to know and respect the skills of others in the team.

h. A team needs members with a variety of personalities. Again the nature of these personalities will depend on the organisation and the task. One might want an introvert as well as an extrovert and a maturer person as well as a younger one. Gender and ethnic differences can also make a creative contribution to an effective team.

i. A team needs to be able to resolve internal conflicts. However well a team bonds, it is likely that from time to time there will be differences in the team. This should not

be unexpected or even always avoided; it is an inevitable feature of creative people having different ideas. So you might like to check out my advice on \"How To Resolve Conflict\"

Empowers teams.

Zhang used power and influence tactics to empower teams. Sources of leader’s power Expert power.

Zhang himself has very professional management thinking，he has the ability to use influence to build others; And supply needed info&skills. Reward power.

To encourage employees to engage in technological invention and innovation, Haier Group, promulgated the \"Measures employee reward invention,\" set up \"Haier Award\ Coercive power.

Zhang is the CEO of Haier. He has the ability to administer punishment or to give negative sanctions or removal of positive reinforcements. Referent power.

Zhang has the ability to influence others that arises when one person admires another. Legitimate power.

Zhang has the ability to use rights to prescribe behavior with specified parameters due to organizational role or formal or official authority.

Encourages teams.

Zhang use the motivation theory to encourage employees and teams, to make the workers more productive.

Instant Motivation - to tap and play the enthusiasm of internal staff. To encourage employees to engage in technological invention and innovation, Haier Group, promulgated the \"Measures employee reward invention,\" set up \"Haier Award\\"Haier hope Award\

Motivation theory totally including need theories; individual difference; cognitive theories; situational approaches; intrinsic motivation.

Supports teams.

Zhang use conflict management, power and influence tactics and motivation theory to support teams. The latter two strategies have been described above, so here only to explain conflict management。

4. What appropriateness of leadership styles employed and how leadership engage in professional development to improve self performance and competence.

There is no certain guideline to be an effective leader. There is no a fixed way to fit all situations. Effective leaders consider: the skill level and experience of team; the work involved the organizational environment. A good leader will find him-or herself switching instinctively between styles according to the people and work they are dealing with.

Zhang use the affiliative style, democratic style, pacesetting style and coaching style to manage staff.

The coaching style. Haier Group has been from the beginning through \"people-oriented\" ideas to improve the quality of personnel training, establishment of a fully dynamic training staff mechanism. Inspire each person to maximize the vitality of the full development and utilization of human resources, which enable enterprises to maintain a high-speed stability and development.

The democratic style gives employees full participation, listen to employees for ideas. System of internal competition for posts by Haier, the vacant positions are posted on bulletin boards unified, any employee can participate in recruitment.

5. How leadership manages and resolves conflict within the organization.

Zhang use the conflict management to manages and resolves conflict within the organization.

\"As a team leader, one must realize the paradox that surrounds conflict. The team needs to embrace conflict as a means of generating and evaluating ideas. While at the same time, it must shy away from it to prevent anger, frustration, or alienation.

First look at what is conflict：

The opposition between two simultaneous but incompatible feelings, ideas, or interests.

Benefits of conflicts: increased understanding; increased group cohesion; improved self-knowledge.

Drawbacks of conflicts: personal dislike; disengagement from work; downward spiral of negativity and recrimination.

So should treat properly the conflicts. Let’s look at the conflict resolution techniques: Competitive: assert one’s viewpoint at the potential expense of another. Collaborative: work together to find a mutually beneficial solution.

Compromising: find a middle ground in which each party is partially satisfied. Avoiding: avoid or postpone conflict by ignoring it, changing the subject, etc.

Accommodating: surrender one’s own needs and wishes to accommodate the other party.

How to be an effective mediator

An effective mediator needs certain skills in order to achieve credibility and results:

a. Preferably a proven record of success in mediation or negotiation

b. The ability to gain the trust, acceptance and co-operation of conflicting parties c. Clear thinking in identifying the real problems and offering practical solutions d. Knowledgeable about the organizational structures, strategies and attitudes of the conflicting parties; as well as any relevant laws or agreements

e. Tactful and diplomatic with the necessary powers of persuasion and strong character to nudge the participants progressively towards an agreement. How to run a mediation process

The mediation process can be broadly divided into the following three stages: Stage 1: Introduction and establishment of credibility

During the first stage, the mediator plays a passive role. The main task is to gain the trust and acceptance of the conflicting parties, so that they begin to believe that he/she will be capable of assisting them fairly as a person on whom they can rely at all times. An experienced mediator will leave most of the talking to the disputing parties, but will listen attentively and ask probing questions to pinpoint the causes of the dispute, obstacles to a possible settlement and to identify the issues in order of priority. Once credibility is achieved and sufficient background knowledge gained, the mediator may begin to persuade the parties to resume negotiations, possibly with a fresh perspective. Stage 2: Steering the negotiation process

In the second stage, the mediator intervenes more actively in steering the negotiations. He/she may offer advice to the parties, attempt to establish the actual resistance point of each party and to discover areas in which compromises could be reached. The mediator will encourage parties to put forward proposals and counter-proposals and (when a solution appears feasible) will begin to urge or even pressurise the participants towards acceptance of a settlement.

Stage 3: Movement towards a final settlement

An experienced mediator will know when to use diplomacy and when to exert pressure towards final settlement of the dispute. Timing and sensitivity to

personalities and strategic positions is important to maintain credibility and avoid

rejection by one or more parties in the process. He/she might use bi-lateral discussions with individuals or groups and during the final stages may actually suggest or draft proposals for consideration. In the event of a final settlement being reached, the mediator usually assists the parties in the drafting of their agreement, ensuring that both sides are satisfied with the wording, terms and conditions of the agreement. The process of mediation is dynamic and finely-tuned. A good mediator has to be flexible and inventive, must ensure that his/her personal values are not imposed on the conflicting parties. At most a mediator can advise, persuade or cajole them towards agreement.

References

Brockmann, Erich. (1996, May). Removing the paradox of conflict from group decisions. Academy of Management Executive. v10n2, p. 61-62.

Guidi, Marilyn A. (1995, Oct). Peer-to-Peer accountability. Nursing Management. v26n10, p 48.

毕月华：《海尔大步走向国际市场》，《载市场报》，1997年7月9日，1版。 曾忠禄：《中国企业矿国经营：决策、管理与案例分析》，2003年4月第1版