On the afternoon of January 10, Li Jun, the general manager of China Southern Airlines AG and the ground service security department, shared his experience of China Southern Airlines management reform at the MBA Lecture 70. At the same time, he was hired as a MBA visiting professor by GDUFS and Vice President He Chuantian of GDUFS awarded him a letter of appointment as a visiting professor.
Distinguished guests present at the lecture were: Xu Zhichao, Party Secretary of the school of the Business, Yuan Denghua and Liang Jie, Vice Dean of the School of Business. The lecture was chaired by Zhu Wenzhong, Executive Dean.
Li Jun carried out an extensive discussion on every detail in the business management with the topic of “Passenger Service of Flight Delay” of China Southern Airlines. He emphasized that professionals do professional things, made a distinction between “management of matters” and “management of staff” and advocated “resilient management” to highlight the unified command and ascertain the listing management, thus constantly promoting improvement through “participatory management”.
He rethought the old system of China Southern Airlines: the original management focused on the structure and responsibilities distribution, but was lacking in “results-oriented” manner. Therefore, the Company was not resilient or flexible enough when being required to respond quickly so that the interests of passengers were often transferred to the restrictions and fetters of the old system and the situation of “department is not responsible while the company is responsible” was commonly seen. In terms of the policy development, part of the top design cannot be carried forward and the voice from the lower level cannot be passed to the upper level. Therefore, the situation of “no interaction between the lower and upper level” is widespread in large enterprises. This is the inherent shortcoming of “flatenization” in the organizational design and also a defect in the considerations on the status and development of employees.
In this regard, he proposed “Teaming” as the starting point for reform and "participatory management" as a solution of ensuring the mechanism. “Teaming” emphasizes collaboration and focuses on the combination under the premise of professional division; he also stressed that there are measures, requirements, and encouragement in Teaming, which can prevent the absence and gap caused by the division. Enterprises should acknowledge the existing shortcomings and simplify the coping process of potential problems. “Participatory management” attaches great importance to the participatory management and decentralization, encourages practice of all staff involved and constantly transforms knowledge, processes and information into actions in a timely manner so that mutual cooperation can be more effective and new special resources and core competencies can be created.
In the interactive communication, Vice Dean Yuan Denghua shared his insights on the “resilient management” of enterprises. He mentioned that in the system construction, the enterprise is required to make clear the special circumstances and deal with some specific circumstances appropriately according to the human nature rather than be confined by the rules. In addition, Li Jun also held a discussion on other issues with the students, such as “Marketing Myopia”, entrepreneurial spirit, institutional reform etc.
