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Management models, Managementstructures
THE INTRODUCTION OF SHARINGECONOMY
T h e f o rma t i o n o f t h e s h a r i n geconomy is based on building theinternet platform, which integratesidle resources from suppliers andtemporarily transfer the right to use todemanded sides at a lower price in orderto achieve a win-win situation. Butall of the transactions should be basedon mutual trust and advanced internettechnology availability. It creates morevalue for customers and in return,makes more profits for companies.Based on this model, businessefficiency get improved a lot, businesscost become lower and customers’specialized needs are met as well.That’s why more companies are keento transfer their original business modelto this new model.
T H E I N F L U E N C E S A N DI M P L I C A T I O N S O N C O R P O R A T EMANAGEMENT
MANAGEMENT IDEAS
In the sharing economy, traditionalmanagement functions have changed alot.- O w n e r s h i p r i g h t s c h a n g e t osharing rightsTraditional managers keep theirmanagement ownership in their handsto direct staff. They view employees aseconomic men; payment is the only wayto motivate staff. But this view doesnot adapt to the sharing economy sinceworkers have a wide range of needs associal men. The cooperation betweenemployees and employers is the keyelement to drive the sharing economydevelopment. Consequently, Teamspirits, inpidual’s freedom, a senseof ownership should be developed.Therefore, the managers in the sharingeconomy are more likely to be consulterswhen workers ask for help, be firefighters when dealing with accidentsand meanwhile develop talents to betterserve for the company, buy time tofinding future vision.-Complicated management changeto simplified managementManagers in traditional companiesspend a lot of time allocating tasksa n d mo n i t o r i n g s t a f f r a t h e r t h a nmaking business strategy. But in thesharing economy, more tasks could bedelegated to employees to encouragetheir initiatives. Profit-sharing schemecan be applied as well to link staff andthe company closely. The more effortsworkers put, the more rewards will beget. Employees get higher value fromtheir work than in traditional industries.By doing these, staff’s motivation canbe improved and manager’s time can bedevoted to finding resources for addingvalue and improve creativity for thecompany as well.
MANAGEMENT MODELS
-Focus on resources integratedrather than key resources occupied.In traditional industries, companiestake care on key resources occupiedwhichmay build high entry barriers andresources organization internally whichcanA sharing economy is a new economic form in the internet age. Its formation is based on the development of internet platformswhich integrate different resources to meet customers’ specialized needs at a lower cost. The essay analyses the influences onmanagement ideas, management models, management structures of the sharing economy by comparing with the management systemsin traditional economy and then gets some enlightenments through the study on it .Hopefully the study on corporate management maymake some contributes to the future development of the sharing economy.improve efficiency. But the sharingeconomy challenges the traditionalsystem.It focuses on external resourcesintegration to achieve economies ofscale andlower transaction costs.-Platforms more important thanprocessesTraditional businesses tend tobuilt detailed business processes torun business activities smoothly. Theprocedure of the business is a toppriority. Only limited range of productscan be produced within the traditionalmodel. It just meets standardized needs.With the emergence of the sharingeconomy, platforms take initiative to dosearching and filter for customers, whichdoes not require customers to searchthrough visiting stores or browsingt h e i n t e r n e t b y t h e m s e l v e s . M o r eimportantly, specialized needs can bemet; time and energy can saved throughplatform searching automatically.
MANAGEMENT STUCTURES
Traditional organization structuresare strong at execution, standardizedc a r e e r d e v e l o p m e n t , c l e a r j o ballocation, but the drawbacks are slowfeedbacks, less flexibility and lack ofhorizontal communication. Role cultureis emphasized based on hierarchicalorganizations with relatively hightransaction and management costs.T h e f u t u r e t r e n d o f t h eorganizational structure in the sharingeconomy tends to be a virtual structurew h i c h h a s n o f o r m a l h i e r a rc h i c a l
