Contradiction And Their Ambidexterity Management Mechanism Between Standardization Service And Heterogeneity Service

Nowadays with the diversifications of customer needs and personalities of demands, to achieve long-term performance, organizations must take into account many personalized requirements and heterogeneous services is especially necessary. With the rising cost of manufacturing and services, as well as the currency inflation out of control, organizations need to lay more emphasize on standardization and intensification. Intensive Lean Thinking is an important means of guiding enterprises to cut costs and raise the short-term performance, at least for the short-term performance of the organization, determination, stability and consistency are important conditions to ensure the organization’s short-term performance. Manager’s facing challenges either in the organization’s short-term performance or long-term performance or make tradeoffs between intensive lean and heterogeneous services, they need to achieve the double goals of intensive lean and the heterogeneous services, and ensuring short-term and long-term performance can be improved. This is a giant challenge for modern managers.By sorting the literature, I found that scholars did not enough work in the study on decision-making of standardization and heterogeneous services and on ambidextrous management. So this article will raise three main issues on this management, and based on these three issues, I select Shanghai Pudong Development Bank and Citibank as the examples to analysis and summary the conclusions to answer and confirm the conclusions and the feasibility in reality of the following three issues. (1) What is the managers’policy formulation when they are in the face of standardized service and heterogeneous services; (2) How business management gather and process the current standardized service and information of heterogeneous services products:(3) In order to balance standardize services and heterogeneous services, how business management should design the organizational structure?In the case studies, this article is based on the decision-making model, pointing three management modes type for standardized services and heterogeneous service. And balanced team simultaneously concerns and carries out standardized services and heterogeneous services; transformational team focuses on heterogeneous services and hinders implementation of standardization services; and maintained team affected by inertia emphasizes maintaining standardized services and inhibited the heterogeneity of service. Subsequently, this article discusses the causes and consequences of different decision-making models. There are some differences between the research results and the existing literature:these patterns seem to have nothing to do with environmental factors, organizational size, age and delays. And then propose what may generate the models of management team mode. Another research result shows that there are large differences in organizational performance among different policy-making groups. Through research we have come to an important conclusion: balance-oriented team can successfully manage both standardized services and heterogeneous services, which is a powerful rebuttal to studies on the fact that managing both services at the same time will do harm to them.Contingency theory is that organizations are required to choose between standardized services and heterogeneous services. In contrast, in this study we find that balanced teams can synchronously improve the performance of standardized services and heterogeneous services. Transformational team will contribute to heterogeneous services’overall success at the expense of standardized services, while maintained team seems to do damage to both quality of heterogeneous services and standardized service.This article studied and concluded that a number of relevant conclusions of organizations and industries on relationship of environment variables and decision-making model, concluding that team decision making model of formation may be related to organizational leadership. And awareness, distinguishing between differences and the process of integrating information are critical to balance the two kinds of services. All of the theory cognitive contradictions of information concluded that the process of identifying differences and integrating information is related to increasing the capacity of conflict management. Two services of trade-off decisions need to know the differences between the two learning process, also need to strengthen the integration points.The contents and data from collected cases suggest that the process of deciding distinguishing between differences or integrating depends on the clarity of team leadership to team goals, that is to say Leaders thought. Targeted clarity should be enforced by identifying the process of differences and integration. The advantage of teamwork among the senior management through the studies of them. Team-focused groups and leadership for the Center Panel in the balanced management of standardized services and heterogeneous services develop clear and frequent decision-making, making it easy for executives to make decisions, allocate resources or change organizational structure when necessary. In addition, the study also noted that the third team which is team. Centered on leadership and team-centric group both have the roles of service maintenance and integration while that in a team without a central is blurred or even not have. Meanwhile, the first two groups have clear decision-making process. They know who makes decisions, how to makes decisions, but the decision making process of a team without a central is not clearly defined. In the team of team-oriented and central leadership, clarity of roles and decision-making process helps managers determine decision-making and then ensure the clarity of the decision.At the last part of this article, the paper previously obtained hypothesis was verified that the balance of the team contribute to business performance improvement, team balance and firm performance was positively correlated; organizational size, age and team inertia positively correlated; team size, age and team balance was negatively correlated; leader on the integration of differences in the balance of the team has a positive effect; senior management team teamwork and team balance positive correlation.