CATDOLL : CATDOLL: "People worship indifference, cover up greed and indulge in taking, forget the hard work of planting." In connection with reality, why is this?

1. "People advocate indifference, cover up greed and indulge in taking, forget the hard work of planting." In connection with reality, why is this?

For the sake of profit, one is indifferent to things, concealing one's own greed, asking for what one wants, wanting to be rewarded, but not wanting to pay - personal understanding

2. How to use repeatability, heritability, and genetic correlation in breeding practice

Repeatability in genetics refers to the degree of correlation between multiple measurements of a quantitative trait in the same individual. That is, the intra-group correlation coefficient between the measurements of a certain trait in the same individual. Many production traits of livestock and poultry can be measured multiple times throughout their lives, such as the litter size of sows and the milk production of dairy cows.

The intra-group correlation coefficient refers to the average correlation coefficient between multiple groups of data with a certain specific connection within the group. It is mainly obtained by calculating the variance and covariance of the variables.

3. What is the organizational structure of a large financial investment group?

The organizational structure of an enterprise must be adapted to its development strategy. Haier has developed to where it is today because it has continuously adjusted its organizational structure during development.

Looking back at Haier's development history, its development strategy can be roughly divided into three stages. The first stage is the brand strategy, which focuses on the construction and cultivation of its core capabilities around product quality, and quickly established Haier's brand products in the domestic market. The second stage is the diversification strategy. On the basis of the realization of the brand strategy, Haier constantly seeks new economic growth points for the development of the enterprise, and begins to diversify related industries. The product line has also rapidly expanded from the original relatively single refrigerators, washing machines and other products to a variety of home appliances and other products, such as computers, mobile phones, etc. The third stage is the internationalization strategy. With the opportunity of China's accession to the WTO and the 2008 Olympic Games, Haier has accelerated its development, centered on the goal of global branding, comprehensively improved Haier's international competitiveness, and strived to become an international enterprise.

Haier has carried out several large-scale organizational structure adjustments around the changes in strategy in three different periods.

Linear functional system with a single product line

Under the original single product line business model, the linear functional organizational structure divided departments according to their functions, with clear responsibilities, highly centralized power, and convenient for the top leadership of the enterprise to exercise strict control over the entire enterprise. At the same time, since the connection between departments has not changed significantly for a long time, the entire organizational system has a high degree of stability, which is conducive to managers paying attention to and mastering the skills of their own work, thereby strengthening professional management and improving work efficiency. During this period, the effectiveness of Haier's organizational structure model reached its peak under the "OEC management model" characterized by "daily tasks are completed daily and daily clearing is improved daily".

As Haier's diversification strategy progressed, the drawbacks of the line-functional system began to gradually emerge, creating obstacles to Haier's diversification strategy. For diversified enterprises, the drawbacks of the line-functional system are manifested in multiple aspects: first, diversified operations increase the workload of senior managers, which is mainly concentrated on decision-making and coordination between various products or services, and it is easy to lose sight of one thing while focusing on another; second, the highly specialized division of labor under the line-functional system narrows the vision of each functional department, making horizontal coordination more difficult, hindering information communication between departments, and failing to respond to changes in the external environment in a timely manner, resulting in poor adaptability; third, the professional development of employees under the line-functional system is not conducive to the cultivation of comprehensive management talents who can run the entire enterprise, thus causing losses in grasping opportunities for diversified operations, especially new economic growth.

It is precisely based on these drawbacks that under the diversified business strategy, Haier's organizational structure began to transform from the original linear functional system to a business unit (business headquarters) model.

Divisional system for diversified business requirements

The biggest feature of the division system is "centralized decision-making and decentralized management". Under this model, the company takes centralized decision-making management as a prerequisite and delegates the management power such as performance, results and contribution to the company to the division. The division has its own management department and operates its own business, so that the division can respond to the market more quickly and actively in a rapidly changing or complex environment, and make decisions more quickly and in line with the actual market situation. At the same time, since the division is often divided by product, region or customer group, this brings clear product responsibilities and contact links, so that each division can focus on the development of different products, regions or customer groups, and more effectively achieve customer satisfaction. Third, the division itself will set up a relatively complete set of relevant functional departments. This high degree of cross-functional coordination within the division can be more conducive to cultivating and testing the ability of managers to serve as senior management, thus laying a human resource foundation for the rapid development of the enterprise.

Chandler believes that the basic reason for the success of the multi-department structure is that it frees senior managers who are responsible for the fate of the entire enterprise from daily business activities, so that they have time and information to make long-term plans and assessments on the development environment and direction of the enterprise. In the actual group management process, it is manifested in the functional positioning between the group headquarters and various business units (such as business headquarters). Under the organizational structure of the professional department system, we can find that the entire Haier Group management model operates with the headquarters as the investment decision-making center, the business headquarters as the operating decision-making center, the business division as the profit center, and the branches as the cost center.

In a diversified business environment, the division system has its unique advantages but also some inevitable disadvantages. For example, each division operates independently and has independent accounting. It often considers issues from the perspective of the headquarters, ignoring the interests of the entire enterprise, which affects collaboration between divisions. Each division needs to set up a functional structure, thus losing the economies of scale within the functional department. Divisions build their own capabilities based on their own products or services, which often leads to a lack of coordination between product lines, a loss of deep competitiveness and technological specialization, and makes integration and standardization between product lines more difficult.

These have brought new problems to Haier's development, namely, how to more effectively perceive customer needs and more effectively utilize limited resources to quickly meet customer needs in order to achieve corporate strategy?

Organizational structure under internationalization strategy

Resources are the first factor that restricts the formation of corporate profits. Market competition is essentially a competition for resources. No matter how large the enterprise is, resources are always limited. The competitive advantage of an enterprise depends on its capabilities, which in turn come from the acquisition and integration of resources, that is, the ability of the enterprise to integrate and operate resources. The key to cultivating competitive advantages based on resources is to closely link the company's internal capabilities (the company's advantages) with its external industry environment (market demand and what competitors can provide) and seek a balance between market opportunities and the company's own strengths.

In order to adapt to international operations and improve resource utilization efficiency, Haier has made two different organizational structure adjustments. The first was an organizational structure change based on business process reengineering, and the second was the most recent organizational structure adjustment in the form of a sub-group.

The first organizational structure adjustment was based on business process reengineering, customer satisfaction as the goal, and speed as the core. This change was mainly based on the fact that the traditional pyramid structure in the past caused a disconnect between the grassroots employees of the enterprise and the market terminals, that is, the customers, resulting in the failure to meet the needs of customers to the maximum extent. In addition, the market information could not be transmitted completely correctly and quickly, which also led to low inventory turnover efficiency and resource utilization efficiency.

Haier's business process reengineering is just as Zhang Ruimin described. On Haier's market chain flow chart, the first big circle is the global supplier resources. Through the Internet, the best suppliers can be found worldwide. The sub-suppliers can also meet the needs of customers. Logistics integrates the resources of the entire group to find the best suppliers. Another big circle is the product manufacturing department including ODM and OEM. The third big circle is the resources of global users, seeking valuable orders. Under this strategic thinking, Haier established the Logistics Promotion Headquarters, the Business Flow Promotion Headquarters and the Capital Flow Promotion Headquarters. Together with the Overseas Promotion Headquarters, they form the core process system of the enterprise together with the original product division. This organizational structure has transformed Haier's entire organizational form from the traditional pyramid type to the process type, optimized the allocation of management resources and market resources, realized the flattening and networking of the organizational structure, improved the efficiency and flexibility of the management system, and began to move towards the goal of "speed wins" envisioned by Haier's transformation.

In the recent organizational restructuring, we were surprised to find that the newly established sub-groups once again had production, supply and marketing resources. Was it Haier's overthrow of the market chain's organizational structure? In fact, although each sub-group has regained its own production, supply and marketing resources, the business flow group is still retained. Although its function has been weakened, it does not mean that Haier denies the results of business process reengineering. At the same time, the establishment of the financial group has also strengthened the supervision of Haier's internal capital operations. Therefore, this organizational structure adjustment should be a structural change that combines the advantages of the market chain and the business unit based on business process reengineering and strengthens the operation model of different products. The change in the sub-group structure is more based on adapting to the differences in the operation models of different categories of products and the adjustment of competitive strategies. As revealed by Haier's internal management personnel, "The purpose is to reorganize the various business units under the existing group with the product operation model as the core to improve the efficiency of operations."

This can be seen from the business process innovation goals of different groups: the process innovation goal of the white goods group is to optimize costs, the process innovation goal of the digital and personal products group is to innovate the business operation model, and the goal of the customer solution group is to innovate the marketing model. These are all targeted goals proposed based on the differences in the market competition environment and operation model of the products under the jurisdiction of different groups.

Under the management model of process-oriented organizational structure, Haier's unified management of the headquarters based on logistics and business flow may result in excessive consideration of the uniformity rather than the differences between different product operation models.

On the other hand, the organizational structure in the form of a sub-group not only absorbs some of the advantages of the divisional model, but also avoids the disadvantages of the divisional model, such as the duplication of similar functional departments, through the combination of product lines within the sub-group. For example, Haier's refrigerator, air conditioner, and washing machine divisions used to have their own public relations companies to help with brand or product promotion activities. However, after the new organizational structure is adjusted, the self-operating group will choose a public relations company to help it carry out market promotion activities for all white appliances. This can save publicity costs, coordinate the promotion of white appliances, and also help improve Haier's overall brand image. At the same time, under the divisional model, due to the influence of various factors, there will inevitably be resource conflicts between divisions. At this time, there must be another carrier - the group headquarters to coordinate these resource conflicts. Under the original division, the similarity of product and resource requirements between individual divisions made it difficult for the group headquarters to allocate resources. As the same type of product lines are divided into the same sub-group, the resource sharing and collaborative combat capabilities between product lines will be strengthened.