Acer Case Study

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CASE 1: Acer, Inc Shin is characteristic by his equally well-knows pragmatism. Stan Shih’s management style was democratic because he said that as long as his subordinates took responsibilities for their actions; they have the freedom to take decisions. His management mission was “to promote the emerging microprocessor technology” he tried to accomplish this by “a poor man’s philosophy”. This philosophy required his employees “to think and learn” which meant that the superior teach their subordinates, leading them later to be promoted. This cycle and philosophy created a very good work environment where coworkers treated each other like family and the norm was to do whatever is necessary for the greater good of the company. When Shih implemented management “Acer 1-2-3” he created a new code that would mean that above all first comes the customers, than the employees, and shareholders would be placed in third. Leonard Liu’s management style was autocratic, he said that the employees are “frugal and hard-worked, but with little organization structure or procedure- based administration” so he made decisions unilaterally and with closely supervises subordinates. Liu focus his management on opportunities in the networking marketing in the United States and Acer’s established organization and management approaches. Liu used the Acer method of IBM’s professional management structures, practices and system. After using this as the foundation he also made some modifications in how the company worked by ‘increasing accountability, reduced management layers, established standards for intra-company communications, and introduced productivity and performance evaluations” and created an organizational structure with Regional Business Units and Strategic Business Units having full profit responsibility. During his management he ordered the lay-off of 100 employees in Acer America

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