# data[].attributes.body
Remuneration at Nike is both monetary and non-monetary, and it is based on the individuals efforts/additional efforts they have made. Because Nike is athletic company, they emphasise on providing fitness related benefits to give staff the opportunity to stay fit, prioritise wellness and create a positive working environment.

Benefits program established by Nike for their employees:

health + life insurance

On-site fitness centre/fitness discounts

Transportation allowance

Employee stock purchase plan (15% discount)

Paid vacation and holidays

Retirement savings plan with company contribution

Employee discounts on products and services offered by Nike

On top of all these non-monetary benefits, Nike employees are paid well and fairly.

# data[].attributes.body
Nike employs a divisional structure based on its products to ensure ongoing development and innovation across all its manufactured items. Besides that, Nike's global corporate leadership, comprising corporate leaders, ensures the consistent implementation of policies across all divisions of the company.

Under this leadership comes a functional structure that divides

finance

global human recources

product and merchandising

operations department

administration and legal

global sports marketing

# data[].attributes.body
Unity of command: this means an employee should have only boss and follow his command. This keeps things clear and organized.

1- board of directors: they make the big decisions for the company

2- team supervisors: they work closely with employees and make sure the work gets done.

3- middle Managers: they manage smaller teams inside the department and help carry out the plan

# data[].attributes.body
Our first management principle from Henri Fayol's 14 points refers to his 10th point; ORDER.

This concept involves the people and the materials being in the right place at the right time.

Toyota embraces the above concept in the following:

LEVELLING OUT and PUT ORDER TO THE WORKLOAD

Eliminating waste is a typical first step in Lean. However, it is critical to also even out the work and reduce overburden on the workers. Thi process further creates efficiency in the workplace

# data[].attributes.body
Midea enforces strict guidelines in its manufacturing processes to ensure that products meet high-quality standards. In their official website, there is a code of conduct of the company which the employees are obliged to follow it to maintain consistency in the production.

Code of Conduct:

employee ethics

anti-corruption policy

privacy protection

# data[].attributes.body
Hai Er has adopted the Individual Goal Approach, whereby employees set their own objectives, work on how to innovate their products, interact with potential users, and their compensation is calculated based on the value they generate.

# data[].attributes.body
The company ensures that workers specialize in specific tasks to ensure productivity and efficiency is high. The company separates the workers through having micro enterprise that includes 10 employees. They also operate in global market with regional divisions that cater to local needs such as adapting products and services.

# data[].attributes.body
Haier devotes itself to being a fair, legal and ethical enterprise; employees must observe all applicable laws and regulations, and ensure the application of Haier core values to all businesses.

For example, falsely reporting attendance, lending your work card including employees and non-employees are not allowed.

# data[].attributes.body
TOYOTA's principles are to base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

Focus on doing what is right for your employees and your customers. This will lead to positive results over time.

The above matches FAYOL's 5th point - UNITY OF DIRECTION, whereby the organization should have a single plan of action to guide the workers and managers; and take action as a whole unit for the company's mission and vision.

# data[].attributes.body
Employee in Hai Er reports to only one supervisor as Haier shed 12,000 middle managers, eliminated the middle management layer, and established 4,000 micro-enterprises, each made up of approximately 10 people. Hai Er encourages collaboration across teams and departments thus forming cross-functional teams that work together on projects

# data[].attributes.body
- Xiaomi separates tasks so each team focuses on what they do best (e.g., R&D focuses on creating new products, and manufacturing makes those products).

Example: Xiaomi’s R&D team develops new smartphone features while the Intelligent Hardware Department develops physical products based on its ecological chain department.

# data[].attributes.body
- Xiaomi gives its managers the power to make decisions but holds them responsible for their results, eventually reporting to their higher-ups. They can issue tasks directly from the CEO to production or R&D, with no middle-management in between.

- Example: Xiaomi’s department managers are held accountable for their unit’s productivity and fulfillment and are held accountable by the CEO, Lei Jun. (IoT Department, Ecological Chain Department).

# data[].attributes.body
- All teams work on similar goals are guided by one clear direction of producing almost everything electronics related.

- Example: Xiaomi’s IoT (smart devices) teams work together to create products that can connect, like smart speakers that connect with Xiaomi phones to create an ecosystem that achieves their goal of becoming the all in one electronics solution. From 2010-2014 they only produced mobiles phones but as of today, Xiaomi are thriving in cloud computing as well as internet services.

# data[].attributes.body
- Xiaomi encourages teamwork and a strong sense of community among employees. They don’t compete with any other major companies directly and focus on improving the consumer experience.

- Example: Xiaomi holds team-building activities (Mi Culture Days) and hackathons where employees can share ideas & form a closer bond. Xiaomi keeps providing the basic essentials such as the charging brick in the box even when competitors such as Apple & Samsung don’t.

# data[].attributes.body
They founded a complete structure for decision making which starts from the shareholders meeting and directly to the board directors. And the board directors will deliver each decision making to different department which is strategy committee, remuneration committee, nomination committee, Audit committee and ESG committee. Each committee only make the decision for their own parts.

# data[].attributes.body
TOYOTA's principles:

Develop exceptional people and teams who follow your company’s philosophy.

Respect for people is a key pillar of the Toyota Way management principles.

Invest in your people. Committed employees will show up and work hard at completing and improving their jobs every day. As Toyota trainer and author Shigeo Shingo once said, “Management must learn to shift their attention from fighting fires that should not be there to developing better people and processes.”

The above matches Fayol's 14th principle: ESPIRIT DE CORPS conveying team spirit will build harmony and unity within the organization.

# data[].attributes.body
In Midea, managers are empowered to make decisions within their departments, ensuring that authority is accompanied by responsibility, which promotes accountability and effective leadership.

Midea Group, the principle of Authority and Responsibility is implemented through a structured approach that ensures managers are both empowered to make decisions and held accountable for those decisions. This balance promotes efficiency, enhances decision-making, and ultimately contributes to the organization's overall success. By creating a culture where authority is clearly defined and responsibility is emphasized, Midea fosters an environment conducive to innovation and collaboration.

1.⁠ ⁠Delegation of Author

2.⁠ ⁠Clear Job Descriptions

3.⁠ ⁠Performance Evaluation

# data[].attributes.body
All employees should be treated equally and respectfully It’s the responsibility of a manager that no employees face discrimination

From Leading-edge sports research labs and footwear and apparel design facilities to highly -touted childcare and pre-school

# data[].attributes.body
TOYOTA's principles:

Develop exceptional people and teams who follow your company’s philosophy.

Respect for people is a key pillar of the Toyota Way management principles.

Invest in your people. Committed employees will show up and work hard at completing and improving their jobs every day. As Toyota trainer and author Shigeo Shingo once said, “Management must learn to shift their attention from fighting fires that should not be there to developing better people and processes.”

The above matches Fayol's 14th principle: ESPIRIT DE CORPS conveying team spirit will build harmony and unity within the organization.

# data[].attributes.body
Toyota stands by the growth of leaders who thoroughly understand the work, live the philosophy, and teach it to others.

Grow leaders from within, rather than buying them from outside the organization. Your leaders must be role models of the organization’s philosophy and understand the daily work so that he or she can be great teachers. These leaders will be respected and most effective.

This matches Fayol's EQUITY - as managers should be kind and fair to their subordinates to represent a great leader and a great mentor figure.

# data[].attributes.body
Midea Electronics ensures a clear chain of communication by establishing clear roles and responsibilities between departments, facilitating efficient decision-making and promoting collaboration from senior management to production teams.For example, they have launched a series of long-term incentive schemes as an efficient system to ensure common benefits of executives, backbones and shareholders. Firstly, they got board of director that controls different committee leading by CEO Mr Fang HongBo to represent shareholders for meeting. Secondly, they got board of supervisor to monitor the performance of each department within the organization to ensure conclude performance