1、The Investigative Report of Global Business OrganizationCandidate Name: Litao LiuCandidate Award: GTBCandidate SCN: Word Count: 3000 WordsTable of Contents1. Introduction22. Development and Findings22.1 The Global Expansion process of the Organization22.2 The Changes of Business Structure52.3 Evalua

2、te the strategies of R&D of the Organization62.4 Explanation of Decision making process of Production Unit72.5 Identify the criteria affects the decisions to alter goods82.6 Pricing strategy, distribution strategy and effects of logistics92.7 Communication strategy adopted and evaluation102.8 Analyz

3、e the recruitment policy of the organization102.9 Analyze the salaries in the countries it operates112.10 Compare the variations in labor relations122.11 Explain the financial decision making : centralization/decentralization122.12 How exchange rate fluctuation affect the organization142.13 Methods

4、adopted in Annual Accounts152.14 Financial influences in decision making of global production163. Conclusions164. Reference175. Appendix181. IntroductionThe report is about the Global Business Organization. From here reflect a global company perspective. The company is Li Hejuns Hanergy Holding Grou

5、p Limited. Hanergy Holding Group Co. Ltd. was established in 1994. Head was quartered in Beijing, in more than 10 provinces in China and the United States, Britain, the Netherlands, Hong Kong and other countries and regions with subsidiaries and affiliates. Group hydropower and other clean energy-ba

6、sed tradition, has been built, under construction in the interests of the total installed capacity of hydropower projects over six million kilowatts; solar photovoltaic industry is dominated by investment in Guangdong, Sichuan, construction production capacity of about more than 3GW solar photovolta

7、ic R & D base, is the largest and highest degree of specialization private clean energy companies. This report described the Hanergy Holding Group Co. Ltds profile and development since the establishment. It is from the point of view of the global economic development to the company in the process o

8、f expansion, mergers and acquisitions. The report described the changes in the companys internal process, and then found out the mutual influence between the global economy and the company.2. Development and Findings2.1 The Global Expansion process of the OrganizationHanergy Holding Group (Beijing H

9、e Tai He Trade & Development Co.Ltd at the time) was incorporated in 1994. August 28, 2000, Hanergy began construction on its first hydropower station, Mujing Hydropower Station, on the Dongjiang River, Guangdong province. November 2006, Hanergys projects were registered with the Executive Board of

10、the UNs Clean Development Mechanism. November 9, 2007 All three phases of the Helanshan Wind Farm in Ningxia Autonomous Region were connected to the grid for power generation. December 29, 2007 Wulanghe River Secondary Hydropower Station in Yunnan Province was connected to the grid for power generat

11、ion. May 21, 2008 The First Phase of Rudong Wind Farm in Jiangsu Province, also the largest wind farm in Asia at the time, was connected to the grid for power generation. December 20,2012, The 20MW ground-mounted solar power station owned by Hanergy, located at Taiyangshan Development Zone of Wuzhon

12、g City, Ningxia, celebrated its grid connection, making it Hanergys first large-scale centralized ground-mounted PV power station with successful grid connection in China. November 29, 2012, Hanergy announced that it achieved a 3GW annual production capacity of thin-film PV modules, which makes it t

13、he largest thin-film solar company in the world. September 25, 2012, Hanergy completed the acquisition of Solibro GmbH, a subsidiary of Q.Cells. June 30, 2012, L Aquila PV Power Station in Italy was connected to the grid for power generation. The power station was developed and constructed by Hanerg

14、y in partnership with AzzeroCO2 and Exalto. June 13, 2012, Hanergy established a strategic partnership with IKEA, based on which Hanergy will install photovoltaic panels on the rooftops of all IKEA stores in China and select IKEA vendors. The IKEA project, including production and installation of PV

15、 panels, will be executed in three years. September 9, 2013, Hanergy Holding Group and the Climate Group co-organized the forum “The Third Industrial Revolution & China” at Hanergys Beijing headquarters. Jeremy Rifkin, a well-known American economist and expert on social trends and the author of The

16、 Third Industrial Revolution, attended the forum. It was the first time Rifkin had visited China, and Hanergy was his first stop. September 3, 2013, Hanergy signed a cooperation framework agreement with the China-Africa Development Fund to work together on expanding markets in Africa and Portuguese-

17、speaking countries. August 14, 2013, Michel Sidib, Under Secretary-general of the UN and Executive Director of UNAIDS, visited Hanergy and discussed the global HIV/AIDS partnership and the role of Chinese private companies in HIV response. Chinese entrepreneurs as well as representatives of UN agenc

18、ies and the National Health and Family Planning Commission were in attendance. July 3, 2013, Hanergy and IKEA hosted the Launching & Grid-Connection Ceremony for Hanergy-IKEA Roof-top Power Stations. So far, Hanergy has installed thin-film PV solar power panels on the roof-tops of five IKEA stores.

19、January 9, 2013, Hanergy finalized the acquisition of MiaSol, a US manufacturer of CIGS thin-film PV modules. The deal brought to the group not only globe-leading CIGS technology with the highest conversion efficiency in the world, but also a company size that ranks among the top thin-film PV player

20、s globally. August 13, 2014, Hanergy announced that it had completed its acquisition of Alta Devices, giving it an advantage in the worlds most efficient thin-film photovoltaic technology the GaAs flexible thin-film technology. June 15, 2014, In the 24 Hours of Le Mans race of the FIA World Enduranc

21、e Championship, Hanergy designed a partnership agreement with Aston Martin Racing and thus became the teams exclusive solar power partner. The two parties will work together utilizing Hanergys flexible thin-film power generation technology in the FIA World Endurance Championship to improve the perfo

22、rmance of racecars. May 19, 2014, Hanergy Global Solar Power & Applications Asia Pacific Limited Company, a wholly-owned subsidiary of Hanergy Solar Group, signed a strategic cooperation framework memorandum at Hanergy Holding Groups headquarters with Sojitz Machinery Corporation, a wholly-owned sub

23、sidiary of Sojitz Corporation. According to the memorandum, the two companies will establish a long-term strategic partnership for thin-film solar power generation in Japan and other countries. February 28, 2014, The Traditional Chinese version of Chinas New Energy Revolution, the first book by Hane

24、rgy Holding Groups Chairman and CEO Li Hejun, was released. The Traditional Chinese version will be distributed in Hong Kong, Macau, Taiwan, and countries outside China. February 27, 2014, The first Zero Discrimination Day in China, co-organized by UNAIDS, the China Red Ribbon Foundation, and Hanerg

25、y Holding Group, was observed at the Secretariat of the China Red Ribbon Foundation, which is located at Hanergys Beijing Headquarters. Mid-February, MIT Technology Review released its Most Innovative Companies list for 2014, on which Hanergy ranked 23rd. Hanergy was the only Chinese energy company

26、that made it to the list. Other companies on the list included Tesla, Google, Samsung, BMW, and Amazon.Late-JanuaryLate-January, The International Business Times released its list of the top seven solar power projects in the world for 2013. Hanergys program to sell its solar cells in IKEA and the Ca

27、lifornia Valley Solar Ranch project were both on the list. Late-January, Hanergy Holding Groups Chairman and CEO Li Hejun visited Togo, Cte dIvoire, and Mali. He discussed ways in which thin-film solar power technology could change the local energy mix in Africa, the growth of the African economy, c

28、orporate social responsibility, and other issues with Togolese President Faure Gnassingb, Ivorian President Alassane Ouattara, and Malian President Ibrahim Boubacar Keta. January 13,2014, The China Photovoltaic Industry Alliance was established in Beijing, and the China New Energy Chamber of Commerc

29、es Chairman Li Hejun was appointed as the Alliances Chairman. The Alliance was launched by more than 100 well-known photovoltaics companies, including Hanergy, Dongyue Federation, Hi-Tech Wealth, Apollo Solar Energy Technology, TEL Solar, and Almaden, as well as research institutions. January 8, 201

30、4, Hanergy signed a cooperation agreement with China Minsheng Bank and the Asia Financial Cooperation Association to establish a comprehensive strategic partnership. In the following three years, China Minsheng Bank and the Asia Financial Cooperation Association will provide Hanergy with no less tha

31、n 20 billion yuan in comprehensive financing support to boost Hanergys strategic development in photovoltaics, hydropower, and other fields.Data Source: /enThroughout the company from inception to the present expansion process, it has not been difficult to find the company held

32、hydroelectric and photovoltaic industry such new energy industrys core technology. The company has always led the development of new energy industries. The companys energy facilities even became a mainstay in some areas. The companys cooperation with governments and international organizations are a

33、lso closely. Through mergers and acquisitions, the company had to seize market share in many countries. In China, Hanergy Holding Group Limitedbased mainly on the support of regional development in China. Is that some of the governments cooperation projects or activities like poverty alleviation. Th

34、e company is by small businesses and ways of cooperation with large enterprises and government or international organization mergers and acquisitions to enter the international market. 2.2 The Changes of Business StructureAs a global company, Hanergys business structure is really complex and compreh

35、ensive. But in the early age, companys structure was more simple.Graph 1: Hanergys organization structure(early stage)Data Source: /en/Graph 2: Hanergys organization structure(present status)Data Source: /The graph 2 is also not integral, because the compan

36、ys structure has many details. It is not difficult to see that Hanergys organization structure in the early stage is simple. Leaders make decisions, each department go execute. That is the work process. Centralization phenomenon is obviously. With the companys global expansion, the management team c

37、annot deal with the whole work by themselves. So they must work points to the underlying. Centralization and decentralization are more important in business management rights. Centralization is the business management authority more concentrated in the top of the corporate form of organization. It i

38、s characterized by the majority of business decision-making power concentrated in the hands of senior leadership, to subordinate control more unified management, unified accounting. The advantage is in favor of centralized leadership, coordinating the activities of the sector, it is conducive to pro

39、fessional management, improve the efficiency of management activities. Decentralization is the management rights of enterprises are dispersed in an appropriate form of organization in the underlying business. Characterized by the lower middle class have more decision-making power and less control of

40、 their superiors, under the unified planning can make their own decisions, independent accounting. Hanergys centralization and decentralizations process is for these reasons. 2.3 Evaluate the strategies of R&D of the OrganizationThe key to survival in the industry rely on technical innovation, which

41、 also represents as the driving force for keeping longevity of business.Hanergy has attached great importance to investing in thin-film solar cell research. Six R&D centers have been established by Hanergy in Beijing, Sichuan, Silicone Valley of the US, and Uppsala, Sweden.So far, Hanergy has applie

42、d for almost 1000 patents in new energy, out of which 60% are invention patents (including core patents from the acquired overseas companies). It has also been the chief developer or involved in the development of more than 10 national and industry standards on photovoltaics. The technological muscl

43、e of the corporation is also shown by its title of “National Hi-tech Company” and owning a Post-doctoral Research Center in the group.Data Source:Thin-film and flexible solar cells represent the future of the PV industry. Based on this strategic thinking, Hanergy commissioned ex

44、perts to select some companies with great potential out of the PV companies in Europe, the US and Japan for a global technical integration. This was also a significant move for Hanergy to go global and become a multinational clean energy player. In September 2012, Hanergy finalized the acquisition o

45、f Silbro under the German PV giant Q-Cells. With CIGS functional layers deposited on the glass substrate through co-evaporation, the CIGS technology possessed by Solibro has the greatest potentials to be improved. In 2012, the CIGS models produced by the company had over 12% conversion efficiency on

46、 average, which were among the highest conversion efficiencies of its kind globally.On June 5, 2012, Hanergy acquired Solibro, a subsidiary of Q-CELLS and a CIGS thin-film battery manufacturer. The enterprises CIGS thin-film solar battery has the worlds highest module-component conversion efficiency

47、. At present, the research conversion efficiency has reached 20.5%, which is certified by National Renewable Energy Laboratory (NREL). On January 9, 2013, Hanergy announced at its headquarters in Beijing that the company had completed the acquisition with MiaSol, taking its second step of overseas t

48、echnical integration. Through this acquisition, Hanergy obtained the CIGS technology with the worlds highest conversion rate. At the same time, the production conversion rate reached 15.7%, making Hanergy the worlds largest thin-film solar enterprise boasting the most advanced technologies. On July

49、25, 2013, Hanergy successfully acquired Global Solar Energy, a globally leading thin-film solar manufacturer headquartered in Tucson, Arizona, US. Its soft solar battery modules can be widely used in Building Integrated PV (BIPV), solar roof systems, and electric cars. Through acquisition of GSE, Ha

50、nergy has become the worlds first company that has realized mass-production of soft thin-film solar modules and occupied the forefront of thin-film photovoltaic technologies. With CIGS, a PV technology with the highest conversion efficiency in the world, brought by the technical acquisition, Hanergy

51、 has become the largest thin-film solar power company with the strongest technical expertise in the area in the world. So far, Hanergy has positioned itself at the frontier of global thin-film solar power technology, with seven technical roadmaps including a-Si/Ge, a-Si/c-Si, CIGS,etc.A company shou

52、ld be an all-time technical leader in order to survive and thrive. As a global leading thin-film solar power company, Hanergy not only engages in R&D of thin-film photovoltaic technology, but also keep close track of the development trends and the global research progress of future clean energy such

53、 as the cutting edge photovoltaic technology. In this way, the company can maintain our strategic judgment of the development of clean energy in particular photovoltaic solar power, and stay in close contact with and lead the cutting-edge technical innovation. At present, Hanergy is focused on R&D t

54、opics such as energy storage technology, smart micro-grid, concentrate photovoltaics, organic solar cells and hetero-junction solar cells.2.4 Explanation of Decision making process of Production UnitCorporate decision making happens at various levels in organizations and can be top down or bottom up

55、. The difference between these two styles of decision making is that the top down decision making is done at the higher levels of the hierarchy and the decisions are passed down the corporate ladder to be implemented. On the other hand, bottom up decision making is done by giving autonomy to the mid

56、dle managers and the line managers to take decisions based on the conditions and circumstances existing in their teams. In many organizations, what we see is a top down decision making in the realms of policy, strategic focus, direction in which the organization has to proceed and bottom up decision

57、 making about the day to day running of the teams. It needs to be remembered that the middle management is often called the “sandwich” layer because they have to implement the decisions made above and at the same time have to decide about how to run the teams and have to communicate them to the lowe

58、r levels as well. The point here is that in any process of corporate decision making, the actual implementers play a critical role since the best laid plans of the top management can go awry in case there is no commitment from the middle management. Hence, many organizations organize off site meetin

59、gs at resorts and other places where the senior management briefs the middle management about the decisions that they have taken and how it would impact the organization. Corporate decision making is also characterized by consensus or the lack of it. Like in the real world, corporations often have power centers and groups tha