BL餐饮有限公司管理团队冲突研究

发布时间：2017-07-26 19:31

  本文关键词：BL餐饮有限公司管理团队冲突研究

  更多相关文章： 高层管理团队 冲突 异质性 决策影响

【摘要】：随着当今社会经由个体式向集约型的转变,靠“孤军作战”是不可能成功的。由于传统的管理模式已经越来越受到民主决策理念的挑战,以团队为核心的企业结构重建思想也就应运而生。企业管理团队,是主要承担战略决策制定的企业核心层,团队运作良好是企业和谐发展的关键。在现代公司制企业中,它通常由董事会成员及正、副总经理,以及其他共同参与战略决策的管理者组成。在激烈的竞争中,管理团队作为企业战略决策的核心,其冲突过程直接影响团队决策绩效和内部人际关系的和谐。企业管理团队通过战略决策过程对企业产生影响,其领导效能的高低、战略决策正确与否,势必对企业的绩效甚至长远发展产生重要影响。本文在梳理国内外最新相关研究文献和研究成果的基础上,结合问卷调研,提出了企业管理团队异质性、冲突与企业绩效三者的关系影响假设,通过对概念模型的细化,形成调查问卷;确定研究样本,进行问卷的发放和收集,得到样本数据,进行数据的统计分析;对关键人物进行深度访谈,总结出有效数据;再对实证分析结论进行讨论,得出研究结论。最终发现BL餐饮有限公司管理团队冲突频发的主要原因在于其组成员的异质性,特别是企业管理团队强异质性的情况下,认知冲突很容易转化为情感冲突,从而对决策效果产生负面影响。
【关键词】：高层管理团队 冲突 异质性 决策影响
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F719.3
【目录】：

• 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
• 附录 1——高层管理冲突开放式调查问卷88-89
• 附录 2——高层管理团队冲突问卷调查89-92
• 附录 3——访谈调查表92-93

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