Case Study Report of

1. Case Study Report of Group 5:冉可 林子暖 曾乐怡 梁玉嫦 蔡煜佳 陈敏慧

2. Content 1 2 3 Introduction Analysis of the Problem Solutions

3. Introduction 1

4. Foxconn Technology Group , founded in Taiwan in 1974, started to build factories in the mainland areas in 1988 . Since then, it has been developing rapidly and has become one of the biggest electronic manufacturing service (EMS) providers.

5. 14 consecutive jumps • Since January 23, 2010 to November 5, 2010, Fox Conn has had 14 events of the employees’ jumping off its building, arousing wide attention and reflection of the social from all walks of life and the world.

6. Reaction • The jumpers’ families were very sad and angry with the company. • Media Criticism Hong Kong’s Ming Pao[明报] said that Foxconn was a “sweatshop”.[血汗工厂] • Employees’ resignation Because of "Thirteen even jump" , there has been a large number of Foxconn employees choosing to resign. Word has it that Foxconn lose thousands of employees per month.

7. Analysis 2

8. The organizational structure of Foxconn

9. Boss-centered Leadership • The flat organizational structure of Foxconn is to facilitate management, that is, absolute obedience → pass the pressure from the top to the bottom. • “A righteous dictatorship” is the core of Terry Gou‘s(郭台铭）concept of leadership. Terry Gou thinks, "Democracy is the most inefficient“. Instead of wasting time and energy in democratic discussion, it’s better to make individual decision by the responsible leaders.

10. Silent Mode 静音模式 • The management in Foxconn is considered to be strict. There is a rule called Silent Mode“静音模式”. When the workers enter the workshop, they are forbidden to communicate with each other about anything irrelevant to the job. Besides, their talk can’t be heard by a third person, or they will be punished.

11. Group’s Indifference 群体冷漠 Because of the pattern of manufacture and the management, there is few profits owned by the workers.What’s more, nobody are placed in the core of the whole chain of manufacture, workers should compete with each other to get more profits rather than cooperate ,thus leading to the bad relationship among colleagues. Also, the employees feel little sense of security and belonging to the company.

12. Solutions 3

13. Staff’s development • Enterprise should put its staff’s development in the core of its development, instead of only the benefits. Foxconn’s using the workers as the machine to make profit is proved wrong. And if it continues, the company can not realize sustainable development.

14. Maslow’s Hierarchy of Human Needs • Deficiency Needs • Physiological needs • Security needs: medical insurance,umemployment insurance,pension plans and some fringe benefits. • Social needs • Growth Needs • Esteem needs • Self Actualization Needs

15. To Fulfill Growth Needs • To make jobs more satisfying and motivating, it can use some techniques properly: job rotation,job enlargement,job redesign and so on. • Employ on-the-job method to train and develop employees,and can try to offer some management development programs to the experienced workers who have perform well. And then the company can promote them to higher positions under an open promotion system.

16. Voicing their Opinions • Foxconn should encourage its workers to speak more, for example, they can build a BBS in which they can express their real feeling. Or ,they can be given a voice in deciding on issues like how to have their jobs done ,or who is to be promoted their manager , which may have a positive affect on the management.

17. To Establish a Labor Union • negotiating conflicts between the company and its workers and working for the emloyees’ welfare more powerfully. • to deal with the worker’s negative emotions effectively,and to provide the workers with a sense of collective identity.

18. Thanks！