论文目录 | |
| ACKOWLEDGEMENTS | 第1-6页 |
| ABSTRACT | 第6-8页 |
| 摘要 | 第8-9页 |
| LIST OF ABBREVIATIONS | 第9-20页 |
| CHAPTER 1 INTRODUCTION | 第20-30页 |
| 1.1 RESEARCH BACKGROUND | 第20-22页 |
| 1.2 RESEARCH OBJECTIVE | 第22-23页 |
| 1.3 RESEARCH SIGNIFICANCE | 第23-25页 |
| 1.3.1 THEORETICAL SIGNIFICANCE | 第23-24页 |
| 1.3.1.1. Push Forward the Studies on the Application of Upper EchelonsTheory in China | 第24页 |
| 1.3.1.2. Deepen the Studies on the Relations between Conflicts inManagement Teams and Business Decisions | 第24页 |
| 1.3.2 PRACTICAL SIGNIFICANCE | 第24-25页 |
| 1.3.2.1 Optimize Operating Mechanism of The Management Team and RaiseManagement Efficiency | 第24-25页 |
| 1.3.2.2 Improve Human Resource Allocation and Enterprise ManagementEfficiency | 第25页 |
| 1.4 THE RESEARCH PROCESS AND METHODS OF INVESTIGATION | 第25-29页 |
| 1.4.1 RESEARCH PROCESS | 第25-27页 |
| 1.4.2 RESEARCH METHOD | 第27-29页 |
| 1.4.2.1 Document Study is Important Theoretical Basis for Follow-up Studies | 第28页 |
| 1.4.2.2 Questionnaire Survey | 第28页 |
| 1.4.2.3 In-depth Interview | 第28页 |
| 1.4.2.4 Reasons and Strategies | 第28-29页 |
| 1.5 THE FRAMEWORK OF THE THESIS | 第29-30页 |
| CHAPTER 2 LITERATURE REVIEW | 第30-44页 |
| 2.1 THE CONCEPTS OF THE ENTERPRISE’S MANAGEMENT TEAM | 第30-31页 |
| 2.2 THE CONCEPT OF THE MANAGEMENT TEAM CONFLICT | 第31-35页 |
| 2.2.1 THE CONCEPT OF THE MANAGEMENT TEAM CONFLICT | 第31-32页 |
| 2.2.2 THE ROLE OF THE MANAGEMENT TEAM CONFLICT | 第32-35页 |
| 2.2.2.1 The Positive Effects of Conflict | 第33-34页 |
| 2.2.2.2 The Negative Effects of Conflict | 第34-35页 |
| 2.3 THE TYPE OF THE MANAGEMENT TEAM CONFLICT | 第35-38页 |
| 2.3.1 TASK CONFLICT AND RELATIONSHIP CONFLICT | 第35-36页 |
| 2.3.2 COGNITIVE CONFLICT AND EMOTIONAL CONFLICT | 第36-38页 |
| 2.4 REASONS FOR THE MANAGEMENT TEAM CONFLICT | 第38-41页 |
| 2.4.1 EXTERNAL REASONS FOR THE MANAGEMENT TEAM CONFLICT | 第38-39页 |
| 2.4.1.1 Cultural Context | 第38页 |
| 2.4.1.2 Form of the System of Ownership | 第38-39页 |
| 2.4.1.3 Trust between The Management Team Members and the Atmosphereof THE MANAGEMENT TEAM | 第39页 |
| 2.4.2 THE INTERNAL REASONS FOR THE MANAGEMENT TEAM CONFLICTS | 第39-41页 |
| 2.4.2.1 The Heterogeneity of THE MANAGEMENT TEAM | 第39-41页 |
| 2.4.2.2 The Management Team Cohesion | 第41页 |
| 2.5 EFFECTS OF THE MANAGEMENT TEAM CONFLICT | 第41-44页 |
| CHAPTER 3 CASE DESCRIPTION | 第44-53页 |
| 3.1 CASE BACKGROUND | 第44-46页 |
| 3.1.1 ENTERPRISE EXTERNAL ENVIRONMENT DESCRIPTION | 第44-45页 |
| 3.1.2 HUMAN RESOURCES ENVIRONMENT OF CHINESE CATERING INDUSTRY | 第45-46页 |
| 3.1.2.1 Lack of Senior Management Personnel | 第45-46页 |
| 3.1.2.2 High Turnover Rate | 第46页 |
| 3.2 THE THE MANAGEMENT TEAM STRUCTURE OF BL CATERING CO. LTD | 第46-48页 |
| 3.3 SOURCES OF CONFLICT | 第48-51页 |
| 3.3.1 CONFLICT CAUSED BY THE HETEROGENEITY OF THE MANAGEMENT TEAMMEMBERS | 第48-49页 |
| 3.3.2 EGOCENTRIC MANAGEMENT | 第49-50页 |
| 3.3.3 FACTIONAL CONFLICTS BETWEEN THE MANAGEMENT TEAM | 第50页 |
| 3.3.4 ‘INTERIM MANAGERS’ OF THE ENTERPRISE | 第50-51页 |
| 3.4 IMPACT OF CONFLICTS ON THE BL CATERING CO. LTD | 第51-53页 |
| 3.4.1 BRAIN DRAIN | 第51页 |
| 3.4.2 ENTERPRISE DEVELOPMENT LAGS BEHIND | 第51-53页 |
| CHAPTER 4 CASE ANALYSIS | 第53-69页 |
| 4.1 QUESTIONNAIRE INVESTIGATION | 第53-59页 |
| 4.1.1 Defining the dimensions of Variables | 第53-54页 |
| 4.1.2 Design and Application of the Questionnaire | 第54-59页 |
| 4.2 INTERVIEW RESEARCH | 第59-67页 |
| 4.2.1 The Design of Structured Interview Schedules | 第59-61页 |
| 4.2.2 Sample Description | 第61-62页 |
| 4.2.3 The Interview Result Description | 第62-67页 |
| 4.3 ANALYSIS AND DISCUSSION OF RESEARCH RESULTS | 第67-69页 |
| CHAPTER 5 THE SOLUTIONS | 第69-80页 |
| 5.1 ENHANCE THE COHESION OF THE ENTERPRISE’S MANAGEMENTTEAM | 第69-72页 |
| 5.1.1 ENHANCE EFFECTIVE COMMUNICATION OF THE MANAGEMENT TEAM | 第70-71页 |
| 5.1.2 ENHANCE THE TRUST BETWEEN THE MANAGEMENT TEAM MEMBERS | 第71-72页 |
| 5.2 RESOLVE THE CONTRADICTIONS BETWEEN OLD AND NEWMANAGEMENT | 第72-74页 |
| 5.2.1 ESTABLISH A SOUND MANAGEMENT MECHANISM | 第73页 |
| 5.2.2 BALANCE THE INTEREST BETWEEN OLD AND NEW MANAGEMENT | 第73页 |
| 5.2.3 CREATING CORPORATE CULTURE OF TOLERANCE, OPENNESS ANDOQUALITY | 第73-74页 |
| 5.3 REVISED THE INTRODUCTION OF TALENT PLAN | 第74-76页 |
| 5.3.1 CORRECT THE ATTITUDE TO SENIOR-LEVEL TALENT INTRODUCTION | 第74-75页 |
| 5.3.2 ESTABLISH A COMPLETE MECHANISM FOR THE INTRODUCTION OF TALENT | 第75页 |
| 5.3.3 STANDARDIZE JOB SETTINGS AND ESTABLISH THE APPOINTMENT SYSTEM | 第75-76页 |
| 5.4 MAKE TRAINING PLANS FOR THE MANAGEMENT TEAM | 第76-78页 |
| 5.4.1 TO ESTABLISH A TALENT POOL | 第77页 |
| 5.4.2 TO DEVELOP A STANDARDIZED TRAINING PROGRAM | 第77-78页 |
| 5.5 TO CREATE A STRONG CORPORATE CULTURE | 第78-80页 |
| CHAPTER 6 SUMMARY AND REFLECTIONS | 第80-83页 |
| 6.1 THE RESEARCH CONCLUSION | 第80-81页 |
| 6.2 THE SHORTAGE OF RESEARCH AND THE PROSPECT OF FUTURERESEARCH | 第81-83页 |
| 6.2.1 THE SHORTAGE OF RESEARCH | 第81-82页 |
| 6.2.2 THE PROSPECT OF FUTURE RESEARCH | 第82-83页 |
| REFERENCES | 第83-88页 |
| 附录 1——高层管理冲突开放式调查问卷 | 第88-89页 |
| 附录 2——高层管理团队冲突问卷调查 | 第89-92页 |
| 附录 3——访谈调查表 | 第92-93页 |
