||Taiwan panel industry is facing heavy challenges from countries such as Japan,Korea and Mainland China which are rapidly stepping up their panel factories. Domestic panel industries, although not backed by the country and the capital market, the industries’technology quality has competitiveness, healthy financial nature, and has future revenue growth power strengthened through vertical integration adding to value. Except machinery, tool, and technology, the enterprise’ core competitiveness asset is the “People”. What will the enterprise’ training program for its employee be? It has to be based on the “development of employee’s space time concept map”, each employee’s tenure of work and different positions mapping the spacing time for progress.|
Policy based courses attest cultivation according to the requirements of the law. These courses included efficiency audit, in-training and cultivation stage according to different positions, quality development, eco-friendly and sustainable products, legal counsel, customer auditing and the likes. Based on the standard function of each member, the professional training program needs to have in depth participation in business marketing, technology research and development, manufacturing engineering, quality engineering, production management, and management positions professional certification training. The significant focus should be in the employee’s competitiveness. This important series of bridges are the “Top level executives”. These corporate level executives enhancing leadership toward enterprises are like the shafts of a car which are indispensable.
This study is based on Taiwan panel industry in response to the convergence gap of its primary level staff and the management of the new generation of employees. The research on leadership improvement is divided into three directions, namely: the establishment of successful team (goal setting and management), guidance (management strategy capabilities), and performance improvement (performance management assessment); the research interview data came from InnoLux Electronics Co., Ltd., the respondents total 46 partners are from the various departments within the enterprise (R&D, business, manufacturing, quality control, storage and transportation) primary level executives, and 32 copies of effective exchanges of interview questionnaires.
This research study explores the implementation of the current corporate culture indicating that top level executives agree that employee commitment degree are low,
compared with the performance of high turnover rate in the enterprise. Target setting (KPI) is derived from SMART principle; having only 10 to 15 percent growth, subordinates may feel senseless; acquiring 30 percent growth, the subordinates may feel challenged; having as much as 50 percent growth, top executives may utilize the employee development and set a target into several stages, letting the subordinate progress in such stages.
Old management mindset is like a mandatory radish and sick (old Taiwanese expression). On the other hand, new management thingking focuses on leading its employees to establish trush through top level executives doing what they promised, being a good model, and providing good example. Primary level supervisors must record the particular situation of the staff on a regular basis; situation/task + action program + results = concrete performance. Relative work value and salary must be based on the ability and capability of each employee and through various ratings from performance evaluation. Every personnel is the domain of enterprise mapping layout, top executives core value is to let everyone develop their potential, so that the talent will grow steadfast in the enterprise, for the team to bring out the best productivity.