COMPANY INTRODUCE
China Hongyang Group, is an integrated enterprise with the research & development, production and marketing of Fuel Dispenser and related accessories as well as service station concerning equipments. It concentrates on the relative manufacture & services of filling station such as Hongyang tax control Fuel dispenser, IC Card fuel dispenser, manage system of network for stations, submerge pump and liquid level devise. China Hongyang Group, designed supplier of SinoPec and PetrolChina, our HONGYANG products have been sold to over 50 countries in South-east Asia, Mid-east, Africa, Europe and well received in their markets.
we are committed to create the best workplace, encourage our staffs to put their own personalities into their jobs, and provide them a stage to show themselves.
alvin, the founder s son), were in control of almost
everything that went on. As the fuel dispenser company grew, they decided to
decentralise. But by the mid-1990s the company s mobile-phone business
was growing so fast that decentralisation made it impossible to control.
“While the numbers are getting better, an organisation can be falling
apart,�says Pat Canavan, Motorola s chief governance officer. In 1998 the
company laid off 25,000 people and repatriated control to the Schaumburg
headquarters.
The trouble with silos
The main failing of the classic structure was that it impeded the spread of knowledge and limited the economies of
scale that could be reaped. Ideas and commands moved up and down from headquarters to the units, leading to
the creation of vertical “silos�with very little communication between them. Financial-service institutions were
notorious for not knowing whether customers who signed up for one service were already customers for other
services being provided by the same institution.
As firms became more global, they added what McKinsey called a “matrix overlay�to this structure. Most famously
associated with Philips, a Dutch electrical and electronics giant (see article), this attempted to take more account of
the different national markets in which a company was operating by superimposing geographical silos that cut
across the traditional business units.
Such organisations have not commanded universal admiration. In 1990, in a paper fuel dispenser published by the Harvard
Business Review, Sumantra Ghoshal and Christopher Bartlett, two academics, reported that mat fuel dispenser rix structures “led
to conflict and confusion; the proliferation of channels created informational logjams as a proliferation of
committees and reports bogged down the organisation; and overlapping responsibilities produced turf battles and a
loss of accountability.�Nigel Nicholson, a professor of organisational behaviour at the London Business School,
called the matrix structure “one of the most difficult an
