奇瑞“考勤门”风波：当高层的想法，撞上中层的墙

Core Viewpoint - Chery Automobile's management is facing a disconnect between high-level intentions and middle management execution, leading to contradictory policies that undermine employee morale and productivity [3][10][30] Group 1: Management Changes and Reactions - Chery's chairman, Yin Tongyue, acknowledged the need for more humane management practices and promised to reduce meetings and respect employee time [5][12] - Despite these promises, new regulations were introduced that tightened email permissions and attendance policies, creating confusion and dissatisfaction among employees [8][9] - A specific incident involved an employee protesting weekend meetings, highlighting the discontent with the new policies [7][9] Group 2: The Disconnect Between Levels - The situation exemplifies a common issue in organizations where high-level ideas clash with entrenched middle management practices [10][11] - Middle management at Chery appears to be operating under outdated industrial-era management philosophies, focusing on control and punishment rather than empowerment [15][18] - This entrenched mindset has resulted in a culture that prioritizes attendance and meeting frequency over actual productivity and employee satisfaction [16][17] Group 3: Recommendations for Improvement - To bridge the gap between high-level goals and middle management execution, Chery should focus on optimizing processes before implementing new policies [21][22] - Management should avoid blanket policies that penalize all employees for the actions of a few, as this can lead to widespread dissatisfaction and inefficiency [24][26] - A cultural shift from control-based management to trust-based management is essential for fostering a more productive and engaged workforce [28][30]