本文關鍵詞：BL餐飲有限公司管理團隊沖突研究

  更多相關文章： 高層管理團隊 沖突 異質(zhì)性 決策影響

【摘要】：隨著當今社會經(jīng)由個體式向集約型的轉變,靠“孤軍作戰(zhàn)”是不可能成功的。由于傳統(tǒng)的管理模式已經(jīng)越來越受到民主決策理念的挑戰(zhàn),以團隊為核心的企業(yè)結構重建思想也就應運而生。企業(yè)管理團隊,是主要承擔戰(zhàn)略決策制定的企業(yè)核心層,團隊運作良好是企業(yè)和諧發(fā)展的關鍵。在現(xiàn)代公司制企業(yè)中,它通常由董事會成員及正、副總經(jīng)理,以及其他共同參與戰(zhàn)略決策的管理者組成。在激烈的競爭中,管理團隊作為企業(yè)戰(zhàn)略決策的核心,其沖突過程直接影響團隊決策績效和內(nèi)部人際關系的和諧。企業(yè)管理團隊通過戰(zhàn)略決策過程對企業(yè)產(chǎn)生影響,其領導效能的高低、戰(zhàn)略決策正確與否,勢必對企業(yè)的績效甚至長遠發(fā)展產(chǎn)生重要影響。本文在梳理國內(nèi)外最新相關研究文獻和研究成果的基礎上,結合問卷調(diào)研,提出了企業(yè)管理團隊異質(zhì)性、沖突與企業(yè)績效三者的關系影響假設,通過對概念模型的細化,形成調(diào)查問卷;確定研究樣本,進行問卷的發(fā)放和收集,得到樣本數(shù)據(jù),進行數(shù)據(jù)的統(tǒng)計分析;對關鍵人物進行深度訪談,總結出有效數(shù)據(jù);再對實證分析結論進行討論,得出研究結論。最終發(fā)現(xiàn)BL餐飲有限公司管理團隊沖突頻發(fā)的主要原因在于其組成員的異質(zhì)性,特別是企業(yè)管理團隊強異質(zhì)性的情況下,認知沖突很容易轉化為情感沖突,從而對決策效果產(chǎn)生負面影響。
【關鍵詞】：高層管理團隊 沖突 異質(zhì)性 決策影響
【學位授予單位】：廣東外語外貿(mào)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F719.3
【目錄】：

• ACKOWLEDGEMENTS5-6
• ABSTRACT6-8
• 摘要8-9
• LIST OF ABBREVIATIONS9-20
• CHAPTER 1 INTRODUCTION20-30
• 1.1 RESEARCH BACKGROUND20-22
• 1.2 RESEARCH OBJECTIVE22-23
• 1.3 RESEARCH SIGNIFICANCE23-25
• 1.3.1 THEORETICAL SIGNIFICANCE23-24
• 1.3.1.1. Push Forward the Studies on the Application of Upper EchelonsTheory in China24
• 1.3.1.2. Deepen the Studies on the Relations between Conflicts inManagement Teams and Business Decisions24
• 1.3.2 PRACTICAL SIGNIFICANCE24-25
• 1.3.2.1 Optimize Operating Mechanism of The Management Team and RaiseManagement Efficiency24-25
• 1.3.2.2 Improve Human Resource Allocation and Enterprise ManagementEfficiency25
• 1.4 THE RESEARCH PROCESS AND METHODS OF INVESTIGATION25-29
• 1.4.1 RESEARCH PROCESS25-27
• 1.4.2 RESEARCH METHOD27-29
• 1.4.2.1 Document Study is Important Theoretical Basis for Follow-up Studies28
• 1.4.2.2 Questionnaire Survey28
• 1.4.2.3 In-depth Interview28
• 1.4.2.4 Reasons and Strategies28-29
• 1.5 THE FRAMEWORK OF THE THESIS29-30
• CHAPTER 2 LITERATURE REVIEW30-44
• 2.1 THE CONCEPTS OF THE ENTERPRISE’S MANAGEMENT TEAM30-31
• 2.2 THE CONCEPT OF THE MANAGEMENT TEAM CONFLICT31-35
• 2.2.1 THE CONCEPT OF THE MANAGEMENT TEAM CONFLICT31-32
• 2.2.2 THE ROLE OF THE MANAGEMENT TEAM CONFLICT32-35
• 2.2.2.1 The Positive Effects of Conflict33-34
• 2.2.2.2 The Negative Effects of Conflict34-35
• 2.3 THE TYPE OF THE MANAGEMENT TEAM CONFLICT35-38
• 2.3.1 TASK CONFLICT AND RELATIONSHIP CONFLICT35-36
• 2.3.2 COGNITIVE CONFLICT AND EMOTIONAL CONFLICT36-38
• 2.4 REASONS FOR THE MANAGEMENT TEAM CONFLICT38-41
• 2.4.1 EXTERNAL REASONS FOR THE MANAGEMENT TEAM CONFLICT38-39
• 2.4.1.1 Cultural Context38
• 2.4.1.2 Form of the System of Ownership38-39
• 2.4.1.3 Trust between The Management Team Members and the Atmosphereof THE MANAGEMENT TEAM39
• 2.4.2 THE INTERNAL REASONS FOR THE MANAGEMENT TEAM CONFLICTS39-41
• 2.4.2.1 The Heterogeneity of THE MANAGEMENT TEAM39-41
• 2.4.2.2 The Management Team Cohesion41
• 2.5 EFFECTS OF THE MANAGEMENT TEAM CONFLICT41-44
• CHAPTER 3 CASE DESCRIPTION44-53
• 3.1 CASE BACKGROUND44-46
• 3.1.1 ENTERPRISE EXTERNAL ENVIRONMENT DESCRIPTION44-45
• 3.1.2 HUMAN RESOURCES ENVIRONMENT OF CHINESE CATERING INDUSTRY45-46
• 3.1.2.1 Lack of Senior Management Personnel45-46
• 3.1.2.2 High Turnover Rate46
• 3.2 THE THE MANAGEMENT TEAM STRUCTURE OF BL CATERING CO. LTD46-48
• 3.3 SOURCES OF CONFLICT48-51
• 3.3.1 CONFLICT CAUSED BY THE HETEROGENEITY OF THE MANAGEMENT TEAMMEMBERS48-49
• 3.3.2 EGOCENTRIC MANAGEMENT49-50
• 3.3.3 FACTIONAL CONFLICTS BETWEEN THE MANAGEMENT TEAM50
• 3.3.4 ‘INTERIM MANAGERS’ OF THE ENTERPRISE50-51
• 3.4 IMPACT OF CONFLICTS ON THE BL CATERING CO. LTD51-53
• 3.4.1 BRAIN DRAIN51
• 3.4.2 ENTERPRISE DEVELOPMENT LAGS BEHIND51-53
• CHAPTER 4 CASE ANALYSIS53-69
• 4.1 QUESTIONNAIRE INVESTIGATION53-59
• 4.1.1 Defining the dimensions of Variables53-54
• 4.1.2 Design and Application of the Questionnaire54-59
• 4.2 INTERVIEW RESEARCH59-67
• 4.2.1 The Design of Structured Interview Schedules59-61
• 4.2.2 Sample Description61-62
• 4.2.3 The Interview Result Description62-67
• 4.3 ANALYSIS AND DISCUSSION OF RESEARCH RESULTS67-69
• CHAPTER 5 THE SOLUTIONS69-80
• 5.1 ENHANCE THE COHESION OF THE ENTERPRISE’S MANAGEMENTTEAM69-72
• 5.1.1 ENHANCE EFFECTIVE COMMUNICATION OF THE MANAGEMENT TEAM70-71
• 5.1.2 ENHANCE THE TRUST BETWEEN THE MANAGEMENT TEAM MEMBERS71-72
• 5.2 RESOLVE THE CONTRADICTIONS BETWEEN OLD AND NEWMANAGEMENT72-74
• 5.2.1 ESTABLISH A SOUND MANAGEMENT MECHANISM73
• 5.2.2 BALANCE THE INTEREST BETWEEN OLD AND NEW MANAGEMENT73
• 5.2.3 CREATING CORPORATE CULTURE OF TOLERANCE, OPENNESS ANDOQUALITY73-74
• 5.3 REVISED THE INTRODUCTION OF TALENT PLAN74-76
• 5.3.1 CORRECT THE ATTITUDE TO SENIOR-LEVEL TALENT INTRODUCTION74-75
• 5.3.2 ESTABLISH A COMPLETE MECHANISM FOR THE INTRODUCTION OF TALENT75
• 5.3.3 STANDARDIZE JOB SETTINGS AND ESTABLISH THE APPOINTMENT SYSTEM75-76
• 5.4 MAKE TRAINING PLANS FOR THE MANAGEMENT TEAM76-78
• 5.4.1 TO ESTABLISH A TALENT POOL77
• 5.4.2 TO DEVELOP A STANDARDIZED TRAINING PROGRAM77-78
• 5.5 TO CREATE A STRONG CORPORATE CULTURE78-80
• CHAPTER 6 SUMMARY AND REFLECTIONS80-83
• 6.1 THE RESEARCH CONCLUSION80-81
• 6.2 THE SHORTAGE OF RESEARCH AND THE PROSPECT OF FUTURERESEARCH81-83
• 6.2.1 THE SHORTAGE OF RESEARCH81-82
• 6.2.2 THE PROSPECT OF FUTURE RESEARCH82-83
• REFERENCES83-88
• 附錄 1——高層管理沖突開放式調(diào)查問卷88-89
• 附錄 2——高層管理團隊沖突問卷調(diào)查89-92
• 附錄 3——訪談調(diào)查表92-93

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