Anta Introduces Taiwanese Director To Carry Out Detailed Management

　　日前，隨著剛引進(jìn)的一位臺(tái)籍生產(chǎn)總監(jiān)的就位，安踏在生產(chǎn)線上有了更多細(xì)節(jié)化的管理。

According to the introduction, from the end of last year to the recent days, Anta has introduced several Taiwan executives, and several of them have stayed in the Xiamen operation center, and a director of production is entering the Jinjiang factory.

This year, the large enterprises that have perfected system and management norms have begun to shift their focus to meticulous management. Taiwan executives, who are good at managing details, have become the main talents of many enterprises.

Anta, seven wolves, nine Mu Wang and other large enterprises have introduced Taiwan executives, positions are above the director, these people have been in Taiwan enterprises for more than ten or twenty years of management work, many have multinational management experience.

They are good at meticulous management, dedicated and rigorous, and the management mode is similar and advanced. These are the reasons why Taiwan executives are keen on the spring enterprises. Enterprises hope that they can manage the experience of Taiwan enterprises and even multinational enterprises quickly.

However, in the view of some experienced HR experts, not all enterprises are suitable for the introduction of Taiwan management talents, especially those enterprises whose systems and management are not standardized. Some of Quanzhou's enterprises also clearly do not welcome Taiwan executives.

   　　 先進(jìn)管理受青睞

In the newly introduced management of Aaron, deputy chief Chen Hongming paid special attention to a newly introduced director of the Taiwanese factory. During the one or two months in office, the director showed many advantages from local executives. "Management experience is rich and advanced, and technology is ahead of schedule."

To Chen Hongming's satisfaction, because the director's family is in Taiwan, there are no relatives and friends in the locality. They will not arrange their own people to enter the company like some former executives, and there is no favoritism in management.

"The development of the spring enterprise and the Taiwan enterprises, the management model are relatively similar, the introduction of Taiwan executives can quickly learn the advanced management experience of the Taiwan enterprises."

Mr. Chiang from Taiwan once served seven wolves and left for the purpose of starting his own consulting company. Before he left, seven wolves brought in four or five Taiwan executives, some of whom were tied up by him.

In Chiang Kai Shek's view, Chuang enterprises have begun to introduce managers and technicians from abroad. Compared with managers in Japan and South Korea, Taiwan managers not only have an advantage in language communication, but also because of the more similar modes of Taiwan enterprises and springs enterprises, all aspects of adaptation and cohesion are easier.

This year, they hunted a lot of Taiwan executives for the spring enterprises. Although these people are one or two times more paid than the mainland counterparts in the same position, they are precisely the talents that Quanzhou enterprises are keen to manage with meticulous management because of their meticulous management practices in Taiwan enterprises.