From: Clover

Session 1: Focus on Haier’s HR strategy：self-managed teams
As the first international brand rooted in China, Haier did an outstanding job. Haier has provided many new ideas in its management, marketing, and customer relation strategies, and Haier still faces challenges in improving its brand name especially in international markets, expanding its market share, and building effective channels in its new markets. However, what I’m pretty interested in is Haier’s HR strategy. Self-managed team is not a new term in organizational behavior, but Haier may be the first company that brings the term to live in China. It is an exciting sign for shifting trends in China. Session 2: Facts in Haier self-managed team implementation
Chinese culture of hierarchy influences organizations profoundly, and Haier is absolutely a pioneer that breaks the traditional hierarchy-oriented organizational structure. * Self-managed team structure changes employees’ perception “I am my own CEO, and everything that I do can make a difference to the organization.” Feng Zhao, a leader of Haier’s self-managed team said. This is a valuable change of employee’s perception. Many research shows that employees’ perception can change their behavior, thus greatly influence their performance, which will ultimately make a difference in organizational effectiveness. In traditional Chinese organizations, especially in which hierarchy plays an important role, entry employees find it’s difficult to be motivated because of strict chain of command and ambiguous job description. But here in self-managed teams, everyone plays an important role that can bring significant changes to the team. They feel motivated to observe and response quickly to market changes, and feel motivated to share information and be collaborative, because it’s the only way to make profit for the team. They