論翰林策(中)
一個公司之發展順遂有鑿於就職員工之努力，在公司工作為團體合作形式，團體協調的關鍵是分工，但望眼現今分店中的子系統有所差異，店鋪內的設施擺設也有所差異，故相關的管理方案應由公司進行評估，設計相關建議方案以協助管理人員去分配底下事務，而非毫不負責的的全權交給管理人員，並責怪於其執行無力。
另外一套完整教育系統是公司的基石，除了肩負培養新進員工的培訓方向，也代表管理人員的遵循方針，一個新進人員無知，自然默不關心於公司事務，無非是需要後續適當的員工訓練來肩負店內事務，除此道外則是招募足夠現成人員，直接用高薪資條件爭取高條件的人才，此兩道路無非是任何公司在員工管理上的基礎概念。
在管理策略上偏向原本發源地的南部，是一種帶有權威性的管理方針，成也如此；敗也如此，如小型的地區店鋪，自然管理上可依照原本個人、地方文化上的習慣進行店務管理，然隨著公司擴張，會到新的地方並接觸到新的地區文化，在不同的地區中強行進行的統一管理，是一種反效果的行為，理想化的逼迫，不但造成當地人的對其公司不信任、厭惡，進而容易惡化造成後續公司人才招募新血上的困難，是故公司在擴張的同時也得學習著寬大本身的格局，能評估新地區的人、事、物，適性的進行管理方針調整，才是一間公司能在新地方持續維持競爭力持續擴張的關鍵。
在人才多元培育上，雖擴張往海外發展，但尚未見到公司對相關的外語人才進行培育的措施，此方面尚待努力。
薪資條件部分身為大型公司，不該因能在時間、薪資上佔到員工之宜而沾沾自喜，反該因之警戒其影響了外界的觀感，進而導致未來招募人才的困難，應謹慎評估底下員工的工作評價兼表現，給予適當的薪資調整及職位更動以保留住基層員工。一個過度仰賴不同地區人員支援才能維持運轉的公司非屬常態，應謹慎於其底下員工管理形式，穩固本地的人才，並在有基本班底的前提下偶爾進行機動的人才調動，才是真正一個健全公司的發展方式，而現今公司卻倒逆此道而行，實足為一大隱憂。
(英)
For
development of a company, is obvious effect by it's employee
contributed , in which work as a group,cooperation is the key lead to a
success group,but now day the branch of company has many division
within,include the basic equipment and the area design, as this amount
of change inside a company, so it's quit important that company
developing a strategy for management, so that show it's responsibility
a
complete set of education system , is essential for both new employee
or management,this can benefit in different way, normal situation a
newbie with non known this company nor the daily duty, which is the main
reason need to be training in a effective way, even if company want to
evade the high cost of times, the others way just simple pull in enough
of payment too recruit high skill level of employee.
as the Management strategy part, the company follow it's original of south region, was a authoritative manage way, with high dispute,
sure it's earn it success on initial, but only when the scale rate on
small region, when the scale enlarge to different area, the conflict
rise with the force implementation,new region and culture of peoples may
won't accept that, with further more lost trust to the company and
cause difficult to recruit new blood.
in cultivation of recruit, is quit irony that company have shop in American, but no training fund nor language class for employee.
As
a salary condition for a large company,payment should be really concern
for this mainly influence the future recruit condition, a more
frequency of observation for employee working rate and payment adjust is
recommend. other hand now day this company employee management is
terrible, with large amount of cross region staffs around to maintained
the shops, without stable local employee for basic group,it's pretty
obvious company gonna decline in future if it's keeps this way.
