Reasons for Wahl’s (Ningbo) Successful Transformation
The company selected a pilot area for a successful transformation and gradually expanded the reform to other parts of Wahl (Ningbo). A change could not be realized through a one-size-fits-all resolution. The adjustments and improvements made on the new production lines were less labor-intensive and put the employees’ interests first. Secondly, they introduced a new time rate compensation system in which the workers’ salaries included performance bonuses on top of the basic salary. The method ensured that earnings for the same working schedule were higher than those under the previous compensation scheme. Prioritizing employee benefits and learning the traditional Chinese culture led to a successful transformation for Wahl (Ningbo).
Factors that Embody Wahl’s (Ningbo) Humanistic Management
Factors that embody Wahl’s (Ningbo) humanistic management are happy to work, happy life, and common development. The firm focused on happy work by introducing lean production to eliminate unnecessary, labor-intensive tasks and ensure its employees are recognized and respected in the office. Besides, it raised their income to enable them to work enthusiastically. In terms of a happy life, Wahl (Ningbo) cared about the families of employees by providing houses for couples and school enrollment opportunities for their children. Workers with university students were rewarded, and the organization conducted community activities to care for the elderly, visit employees’ families, and run family open days. Lastly, the organization achieved common development through programs that develop the employees’ wisdom and enhance their comprehensive capabilities through QCC and OPI.
Qian Moxing’s Leadership Style
Qian Moxing is a transformational leader who inspires change in social systems and individuals. The leadership style creates constructive and valued change in subordinates, with the primary goal being to grow them into leaders. Qian leads by example (role model) when he reflects on himself to find a reason why employees went on strike. He wanted his actions to help him achieve the desired effect. Qian spent a month teaching managers in the company to respect employees, conduct morning meetings, and strengthen communication with colleagues. Moreover, he attended a Chinese classic reading camp and watched CDs on traditional Chinese culture to understand their perspective. Qian Moxing’s actions reflect a transformational leader who is a role model to his followers, connects them to themselves and the collective Wahl’s (Ningbo) goals, and understands their strengths to give them tasks that optimize their performance.
How Wahl’s (Ningbo) Employees Learn Traditional Culture
Wahl (Ningbo) motivates its workers to learn traditional culture by taking thirty production line employees for a Chinese classic reading camp. The company selected employees who had a poor attitude towards work for this seminar. They were deeply sorry about their past behavior and promised to change upon coming back. Subsequently, this encouraged other employees to learn traditional Chinese culture since they were amazed by the thirty employees’ transformation. Although some companies take their entire team for training, I believe Wahl (Ningbo) should not adopt this approach. Paying for excellent-performing employees to go for culture training might waste resources. The employees already have good attitudes towards work and, therefore, sending them to learn traditional culture is unnecessary.
Challenges and Recommendations
One challenge Wahl (Ningbo) is likely to encounter in the future is difficulty studying the management method because it heavily emphasizes subjective experience. The operation of this model is based on non-directional approaches that require extensive justification of every rule and action. Secondly, the technique is not scientific because it does not involve rigorous and objective methods. Besides, it does not make any decisions or predictions that can be disapproved or proved. To cope with these challenges, Qian Moxing should promote personal responsibility among employees and view them as active agents of the organization. Consequently, this will promote unity and favor human virtues acquisition.