Evaluating Selected Human Resource Related Practices In Beijing YanJing Brewery Co.,Ltd

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Executive summary

Purpose — The purpose of this report is to evaluate the actual practices in terms of two themes Decision Making and Use of teams and groups, and find that both of them are useful to be in criticically analyzing and understanding the selected organization Beijing YanJing Brewery Co.,Ltd (YJB).

Definition— Decision making and use of teams and groups are both important in organizational management. Decision Making is understood as management’s task par excellence-the bureaucratic cogito (the thinking brain) whose decisions the corporate body should follow (Clegg, Kornberger,Pitsis, 2008, p.286). The organization, which can make efficient and effective decisions can have a major impact on business sustainability and agility. (Metcalfe, 2003). Simultanelouly, according to some scholars, teamwork also plays an important role in ensuring human relations within organizations; that they are productive, cohesive, and aligned with the organizations outcome while also balancing people’s desire for meaning, autonomy, and social relations (Clegg, Kornberger, Pitsis, 2008, p.122).

Structure The report is mainly divided into three sections: 1. Briefly introducing YJB’s background, including: the number and type of employees and numbers and roles of managers. 2. Describing the actual practices of the YJB in terms of the above two themes; 3. By critically analyzing the actual practice, including the positive aspects, as well as negative aspects, the author gives a brief assessment of how useful the two themes can be in critically analyzing and understanding YJB. First, to help find the negative aspects, which need to be improved; Second, to help find the factors that cause these problems. The last is to help find ways to improve.

1 Background

The author has worked as a secretary in YJB for the past four years after graduate from the university, where the main tasks include writing reports and documents for the managers.

YJB is one of the top 500 lucrative industrial enterprises of China, one of the top 100 breweries. The Corporate Culture is dedication, creation, collaboration and master spirits. At present, it boasts of 29 affiliated companies, including 21 breweries and 8 relevant or attached enterprises ( Li 2007).

1.1.1The Structure of Management

It Sets up Shareholders Meeting, Board of Directors and Board of supervisors Meeting. Shareholders Meeting is the company's highest authority; The Board is the main decision-making Agency; The Board of Supervisors Meeting are directing the above managers. The organization structure is broken down further as follows:

  • Members of Board: There is one Chairman (Li Fucheng), two Vice Chairman(Zhao Fang and Li Hua) , ten directors, and five independent directors. Li Fucheng is the Chairman of the Board and also the General Manager.
  • Supervisory Board members: There is one Board of Supervisors President (Zhang Ming ), two Supervisors (Gong Ming and Sun Chao) .
  • Other Deputy managers: There are Seven Deputy managers.They are responsible for Finance, Infrastructure, Service, Technology, Production, Marketing and Archives Business. The specific roles of the managers see Chart 1.


Chart 1: Beijing YanJing Brewery Co., Ltd. Organization and Management

1.1.2 The Structure of Employees

YanJing has a total of 29,275 employees, and can be divided into five types: production 17,466, sales 5,203, technique 4,267, finance 497人,administrative staff 1,842人. High school (including technical secondary school) or higher education accounted for approximately 57.8% of the total number of companies. Various types of professionals are with 43% of the total number of workers, production and marketing of first-line account for 80% of the total number of workers.

2 Findings

2.1 Decision Making

2.1.1 Decision-making styles

In YJB, centralized decision making is in place, the most important decisions are made at the upper management. In other words, the Parent company's board has the final decision-making power; the subsidiary managers have no authorization to make the important decisions, such as investment. Thus, they are required to continually submit periodic reports.

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2.1.2 Decision-making Levels

Company takes Shareholder Meeting, Board of Directors, General Manager hierarchical decision-making system.

  • Strategic decisions

Strategic decisions are decided by the Meeting of Shareholders, which has the highest authority. The strategic decisions are those that affect the general direction of the organization (Davis, D 2004, p.3). In YJB the strategic decisions include those, such as product of market development, investment decisions, etc.

  • Tactical decisions

Tactical decisions are mainly decided by the Board. The examples of tactical decision making in YanJing are those, such as budget allocations, personnel assignments, minor resource commitments, promotional mix decisions, and other short-term internal ...

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