Influences Of Different Organizational Patterns To Market Competitiveness

In 2014 the number of graduate enrollment nationwide reached about 1.72 million, the number of annual high PubMed, and Shandong Province continue for many years to maintain a well-deserved first province PubMed, PubMed training market booms. With the increasingly popular postgraduate training, competition among the major postgraduate training institutions also increasingly intense. Competition lead the industry reshuffle, the fate of training institutions also ups and downs, there have been institutions grow, weaken, entry and exit. Postgraduate market, for example in Tai’an, Tai’an City, Shandong Agricultural University, Shandong University of Science and Technology, Taishan University, Taishan Medical College, Institute of Oriental five universities eight postgraduate students undergraduate campuses, and something was related to a variety of training activities are very active. Affect the competitiveness of postgraduate training institutions have a lot of elements: training courses, faculty, brand image, marketing, information services, large-scale facilities and training culture. These factors have a potential role in the student body, after they evaluate the contrast of these elements and recognition, and ultimately reflected in the choice whether or not to register. Therefore, enrollment is enrollment is competitive training institutions embodies. In Taian, training institutions have been the demise of TQ PubMed, PubMed and other new channel, PubMed counseling agencies have now still alive HW PubMed, PubMed text are, GL PubMed, PubMed and other institutions. The author in Taian postgraduate training institution for many years, trying to change the theoretical cut from the organization model, by comparing the demise of the existing postgraduate training institutions, the existing strength of contrast between postgraduate training institutions to find out the cause of the development of the organization in different fate.The most effective way of fighting over the cake than to expand the business. At present, China’s large-scale education and training institutions to take a major expansion in two modes- direct marketing and franchising. Expansion wave in stock, resulting in TQ PubMed, HW PubMed, etc. Direct-based and GL PubMed and other franchise-based two shares for expansion, two different organizational models of its market competitiveness produced different influence, embodied in the form of branch instruction, the ability to grow in the local campuses, faculty difference, flexibility, campus and campus relations difference, the difference incentives, expenses differences.The fourth chapter is TQ PubMed and PubMed GL example to do empirical analysis organization survival reasons. Campus teaching in formal aspects, TQ PubMed headquartered in Beijing, there are 30 places in the country Direct Angeles. Headquarters implemented is face to face, the face to face in the process recorded video to make distance learning, for use in other Direct Angeles. GL is headquartered in Jinan, Shandong Province, has franchise campuses in 17 cities, will teachers back and forth between these regions with, have the ability to each region are arranged face to face teaching curriculum, campus growth capacity in the local community, and aspects of teacher training advantage.The fifth chapter is based on PubMed and GL HW postgraduate training example to do empirical analysis Organizational Development reason for the difference. In contrast to this group, the direct chain of HW to a "start high, low stamina," the phenomenon, and franchising GL presents a "difficult start, stamina big" phenomenon. In terms of faculty, HW Direct regions due to too many teachers can not visit every city were face to face, and even some campuses to reduce costs and make some part-time teacher at the school, now let’s reputation and the quality of education HW worse. GL17 a franchise Angeles cycle of lectures on the possibility of time when the shortage of teachers, principals assign teachers to use most of the time the headquarters of the drawing of lots fair way to treat various cities, of course, there are branch managers and teachers the right to choose own teacher training. In terms of flexibility, the headquarters of the franchise outlets ownership of stores operating in both the specific transaction discretion. Franchise system by the formation of the franchise contract, personnel and financial relations are independent of each franchise headquarters no right to interfere. Therefore, the Direct chain autonomy small, it may lead to the enthusiasm, creativity and initiative is limited. Campus and campus relations, direct chain operation HW in use, adjust the relationship between headquarters and branches by the company’s internal management rules, there is an employment contract between the store manager and the headquarters, so the internal struggle between the interests of the branch manager of the existence of. GL headquarters exists between managers and campuses responsible relatives, which guarantee more ethical, responsible for an area of long-term per person, not regional grab students, there is competition between regions is not, and therefore between the campuses more is cooperation. Incentive mechanism, HW Angeles headquarters managers are employees appointed as an employment contract signed with the headquarters staff, the implementation of the internal management system, and its revenue comes from the basic salary + commission earnings, and is calculated in accordance with the company’s performance appraisal, branch manager of profit commission is relatively small, when labor income and pay is not proportional to the psychological imbalance severely limit the enthusiasm of the staff, but not conducive to develop their sense of professionalism, resulting in some employees have the ability to jump ship to a competitor units. GL branch manager is an independent legal entity, and its relationship with the head office is determined by the contract, the salary of its own branch employees also determined by the branch manager. GL is calculated that 15% of the campus student fees paid to the headquarters, and the rest belong to the campus. When the number of students enrolled in the stroke scale, which is a considerable part of the revenue. This branch managers trained ambitious, do everything possible to enrollment, more work. Direct expenses linked to differences in assets are wholly owned or controlled by the headquarters, large-scale direct chain management system complex, prone to bureaucratic management, corporate costs increased substantially. HW Angeles does not bear on the economic profit and loss responsibility, so employees do not have a sense of ownership, wasteful, and even the taking of reimbursement for personal gain phenomenon. GL branch manager is actually "the boss", the campus as a self-financing business to do, nothing to do with the headquarters expenditure costs, therefore, very frugal daily operations, but there is not necessarily false phenomenon. But also to achieve the campus can autonomously respond to competition in the region, do not have to consult headquarters in costs and quality of teachers, to achieve operational efficiency. Therefore, PubMed education and training institutions are not on the scale of the bigger the better, but two models have advantages and disadvantages, in such a small city of Tai’an City, postgraduate training institutions use the franchise model, the survival and development of superior Franchise mode.