Tsinghua Tongfang Co., Ltd. |
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General Management |
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Management Control Systems |
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Organizational Behavior |
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Developing Country |
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For Profit |
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Intermediate |
7 |
Available.
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$9.00
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If Tsinghua Tongfang can keep its pace of development as it does now …
it will make one hundred ten-millionaires and 1,000 millionaires within
a period of at most three to five years.1
—Lu Zhicheng, CEO-Tsinghua Tongfang Co. Ltd.
Historically, the vast majority of the corporations in the People's
Republic of China used bureaucratic forms of control characterized by,
for example, centralization of authority, subjective performance
evaluations and, if any, only relatively small performance-based
incentives. However, as China adapted to its new socialist market
economy and competition in the global economy, Chinese corporations
were changing their control systems rapidly. They were decentralizing
their operations, developing more formal performance evaluation
systems, and providing larger performance-related incentives. Still,
subjective performance evaluations remained common and heavily weighted
in many Chinese corporations in the early 21st century.
Tsinghua Tongfang Co. Ltd. (THTF), one of China's most successful
high-tech companies, was different. A young company, it had a
relatively well developed and objective performance measurement,
evaluation, and incentive system. Significant bonuses were offered to
most of the company's management-level employees based on performance
measured in terms of return-on-investment (ROI).
THTF managers were generally pleased with their measurement/incentive
system, although they knew that the system would have to evolve over
time, as Meilan Han (chief financial officer) explained:
We've taken a conservative approach that is designed to prevent
failures. We worry that if we have failures, we can ruin the reputation
of the company and Tsinghua University [the company's largest
shareholder]. Our conservative approach has been very successful. But
as we continue to grow, it is inevitable that our systems will have to
change.
One change that the company's managers were hoping to make as soon as
possible was to add stock options to the compensation packages of at
least some employees, if and when the Chinese government legalized
their use.
Assignment
1. Evaluate the Tsinghua Tongfang control,
performance evaluation, and incentive systems. What changes would you
suggest, if any?
2. Should the company implement the proposed employee stock option plan?
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