CHAPTER 1 INTRODUCTION
1.1 Research Background
With the growth of social and economic activities, Small and Medium Sizedenterprises(SMEs) have gained speed of development. And the increasing highproportion of SMEs in national economy aroused indicates the increasinglygrowing attention paid to SMEs . Yet, at the same time, the improvement of themanagerial personnel far lags behind the vigorous development of SMEs . Due to thelack of managerial personnel, the deficiency of management is always failing toimprove, which restrains the development of enterprises. Now that SMEs play asignificant role in national economy, yet the deficient development lags behindbecause of lack of managerial personnel. Actually, there are lots of managementstaffs in SMEs, but the root reason of shortage managerial personnel is due to thepoor executive capability of the management staffs. Actually the root reason ofpoor executive capability is due to the insufficient management quality of themanagement personnel of SMEs, So that in this paper it will focus on discovering therelationship between this two factors and try to build up the effective plan to improvethe management level of SMEs .
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1.2 Research Purpose and Significance
The purpose of this study is to find out the relationship between executive capabilityand management quality and poor that management quality is the basic to improveexecutive capability. By discovering the relationship between these two factors thentry to build up the effective promotion plans to improve the their management qualityand executive capability so that to improve the management level of SMEs.Actually the insufficient executive capability is caused by management staff’s poormanagement quality. Thus in following chapters it will try to find out some theoryevidence to prove the relationship between these two factors and try to solve theproblem from the root. It is supposed to provide some references for managementenhancement of SMEs through the theories and solutions gained from the research.
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CHAPTER 2 LITERATURE REVIEW
2.1 Definition of Small and Medium Enterprises and Relevant Researches
Concerning that the case in this study is small and medium logistic enterprises, theconcepts and relevant features of small and medium enterprises will be studied.Through literature review, the concepts and features are concluded as follows:Lin (2006) states that a small and medium enterprise is not an unconditional concept,instead, it is a comparative concept to large enterprise. Small and medium enterpriseis defined as the following: small and medium enterprise is not an unconditionalconcept, instead, it is a comparative concept to large enterprise. Theoreticallyspeaking, small and medium enterprises refer to those which are with a small scale orat the business starting and growing stages, including those legal person enterprisesand natural person enterprises whose scales are under the regulated standard. Thestandards or methods for confirming small and medium enterprises vary with thepergent development of different countries（regions） in the world. The table below helps tofigure out the standards for small and medium enterprises in some main countries（regions）:
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2.2 Definition of Quality and Management Quality and Relevant Researches
In the case study, it aims at the problems of the management quality arising in themanagerial personnel, so as to provide tailored solutions and to work out themanagement quality plans. Therefore before the case study, it is necessary to studythe relevant concepts of management quality through various literatures.
2.2.1 Definition of Quality and Relevant Researches
“Quality” is also called “competence trait” or“competency” by many scholars.In American Etymology Dictionary（2008）, quality is defined as “the status or traitof having or completely having the qualification”. He Zhigong (2013), the researcherof International Human Resource Management Research Institute, believes thatquality is the internal and stable trait of an inpidual, enabling him or her to performexcellently in specific position, including the combination of skills, knowledge,attitude, ways of thinking and mind, internal driving force, social motivation andself-awareness. Li (2013) suggests that quality, also called accomplishment orattainment, which indicates that besides inherent factors, such as physical featuresand inpidual virtues, the promotion of quality is also influenced by the environmentand social practice later in one’s life.
To sum up, quality is composed of competences of several aspects, first is humanvirtues, and virtue goes first before quality. Second is the mind competence, which isrelated to mind, including good abilities of understanding, expression, thinking,observing and deciding. Third is proficient skills and storing of knowledge, asidefrom good virtue and mind, through which can one make good use of theircompetences. And the last is healthy body, contributing to the quality in general.
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CHAPTER 3 DESCRIPTION OF THE CASE...................... 17
3.1 Basic Introduction to CJ Company...................17
3.2 The Features of the Managerial Personnel in CJ Company.............................18
CHAPTER 4 CASE ANALYSIS................22
4.1 Current Situation of Self-Management Quality of Managerial Personnel in CJCompany and Analysis of Their Influence on Executive Capability.................... 22
4.1.1 Current Situation of Self-Management Quality................ 22
CHAPTER 5 PROJECT ON MANAGEMENT QUALITY AND EXECUTIVECAPABILITY IMPROVEMENT FOR CJ MANAGEMENT PERSONNEL.............33
5.1Improvement Suggestions on the Directional Factors on Executive Capability........33
5.1.1 Training and Practice Plan for Psychology and Mentality ManagementQuality.......................34
CHAPTER 5 PROJECT ON MANAGEMENT QUALITY ANDEXECUTIVE CAPABILITY IMPROVEMENT FOR CJMANAGEMENT PERSONNEL
5.1Improvement Suggestions on the Directional Factors on Executive Capability
As the psychology and mentality of management quality provide directional guide forthe components of executive capability, in this section it will suggest to take somemeasures improve CJ’s management personnel’s psychology and mentality ofmanagement quality through following methods so that to improve their executivecapability: First, take up trainings and practice for management quality to CJ’smanagement personnel. Second, to carry out a management talent recruitment plan torecruit some management personnel to strengthen the CJ company’s managementteam and enhance a strong leadership to the existing management personnel.
5.1.1 Training and Practice Plan for Psychology and Mentality ManagementQuality
Given the weak management quality that CJ management personnel possess, thefollowing management training activities (see more from 2016 training plan formanagement personnel) will be carried out in 2016. Since CJ management personnelhave a rather tight schedule, all the management training will be carried out six timesa year with focus centered on management logic and thinking pattern training. This isfor strengthening management personnel’s self management capacity and leadershipand make them to think from the angle of management when it comes to making adecision or solving the problems while setting a example for the inferiors. Forexample, turn the boss’s goal into specific strategy and working arrangements.
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CHAPTER 6 RESEARCH CONCLUSION AND SIGNIFICANCEAND LIMITATIONS
6.1 Research Conclusion
The research on the case company suggested that there is a relationship betweenmanagement quality and executive capability and this relation could be helpful to themanagement of SMEs if it is used properly. This chapter will draw the conclusionbased on research and further explain the significance and limitations of the research.Through the literature research and case studies, this paper found that there is apositive correlation between management quality and executive capability. Themanagement quality consists of four types: self management capacity, leading andteam-motivation capacity, process management capacity and leadership. The sixelements of executive capability are strategy, plan, framework, human resource,control system and culture. The research found out that the psychological and logicalcapacity from management quality, or the self management capacity, leading andteam-motivation capacity, and leadership could provide direction for the elements ofexecutive capability. The skill and knowledge from the management quality or theprocess management capacity provide concrete tools for the elements of executivecapability. Therefore, the improvement of management quality can lead to theimprovement of executive capability, so that management quality is the basic ofexecutive. In summary, there is a positive correlation between management qualityand executive capability, and management quality is the key of executive capability,so that the only method to improve executive capability is to improve managementpersonnel ’ s management quality . To improve the management personnel ’ smanagement quality it should improve both management psychological and logicalcapacity and management skills. To improve this abilities it should carry outtraining, practicing also management talent recruiting is needed. Also it shouldmake rules and standards to management personnel to give clear instruction so that toimprove their executive capability. Only combine the knowledge and practice canimprove management personnel’s management quality and executive capability.The conclusion is management quality is the basic of executive capability, to improveexecutive capability it should improve management quality first.
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