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Amelia
Spanish
Essay2

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   Different Management Systems of Two Business Leaders in Taiwan

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¡@     Two Taiwanese companies, Formosa Petrochemical Corporation (FPC) and Taiwan Semiconductor Manufacturing Company (TSMC), are powerful, successful, international and dynamic in their own field of business. However, both companies to reach such a prominent economic status must have their own outstanding leaders who are like two strong railway engines to draw the companies to a prosper future. Wang Yung Ching is the president of FPC and Chang Chung Mou is the leader of TSMC. It is no doubt that both strong engines are brilliant and create a system that makes their employees work hard for their own company. However, their personal management system is quite different. ¡@
¡@     Wang created a scientific management which is now added a mental management. One of his scientific management is pressure management. Once he criticized if the company wasn¡¦t established in Taiwan, it would not have been so successful now since the company was so limited with its capital when it was first established decades ago. Besides, it didn¡¦t have enough natural resources to make the PVC products at that time. However, through hard struggle through many years, now the company has found ways to survival. In his opinion, ¡§pressure¡¨ is the company¡¦s motif to provoke strong and positive action from staff.  With that, the staff pushes themselves to work and even creates a new potential. In the company, employees including those high ranking managers and officers could be discouraged by ¡§the lunch time bulletin¡¨ where Wang holds conferences with all the managers of different departments in the meeting room. He first listens to their reports then he asks many incisive questions to aim directly to their own problems. In order not to be embarrassed or humiliated in front of their colleagues, many mangers must work over 70 hours a week to fully understand all problems about their own department. Even many of them suffer stomach problems. However, the amazing productivity system is worthy of their hard working. It is paid off when some of the ¡§hot property¡¨ managers can earn an extra bonus dividend about 4 or 5 million NT dollars a year. Other officers based on this policy earn decent bonus and shares of their own. As a result, everyone knows that he or she will get prize if he or she works hard. ¡@
¡@     In recent decades, Wang introduces a new human management system  developed by Dr. Lin Daw who fuses the Western philosophy with the East to supervise work quality by employees. To achieve efficiency, the system is divided into three stages. First, the idea comes from Chinese thought that if we want to control our soul, we must strengthen our physical ability. Therefore, the first stage concerns health. The employees will learn Quigong to train them to build up strength to remove diseases. Then they will enter the next stage known as mood management. This is a very important stage because if everyone knows how to control his or her mood, it can prevent many unnecessary losses caused by emotional problems. Before entering into this project, each employee is requested to fill in a personal data form.  He will then be tested and diagnosed to know his emotional conditions. Finally, a special class is offered to help the individual to correct weakness to develop his potentials so that he can perform with productivity in his department. At the third stage, they are encouraged to raise their morale to make commitment and contribution to the tasks assigned to them. The entire employment is expected to attain positive attitude to face their life and work. ¡@
¡@     Unlike Wang¡¦s human management, Chang is dominant and strict when supervising staff achievement. He creates a ¡§learning culture¡¨ in his company where he insists staff to learn new things while working. He promotes ¡§know-how¡¨ strategies to motivate staff to learn to improve their work quality. This is particularly effective to newly recruited staff who are able to work quickly and easily. They seldom make mistakes. Moreover, since most love to learn, they are innovative in terms of creating new products. They are also outgoing and good at customer relationships concerning market promotion. Inferior performance results in being eliminated from employment or job promotion. ¡@
¡@     In addition to learning strategies, Chang also introduces a new human resource system to examine and assess staff achievement. Each year, department manager announces 5% the worst and 5% the best out of the total employed population. The system simply reminds staff not to treat work as routine. When new employees first arrive, they will be informed and trained immediately to meet requirements of their duty.  As a result, staffs are willing to learn and study rather than passively working for pay checks. The company will arrange them even a small operator in the factory to take advanced courses. Many make significant progress benefiting not only them but also their community. Chang¡¦s success tells us one truth if we want to keep workers to stay, we need to make them understand goals and missions at the same time offer them chances to develop. ¡@
¡@     Both Wang¡¦s human-center system and Chang¡¦s knowledge-center system insist us to wisely use our potential, make change, and learn constantly for new goals and dreams. Passively observing rules and routines just doesn¡¦t work and help when one is competing against many rivals. ¡@
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