One is linear, and the enterprise training department is responsible for all the training of the enterprise. If all departments need training, they will put forward demands to the training department, and the training of the whole enterprise is only output by the training department. This model is convenient for management training and the cost is well controlled. The disadvantage is that the contradiction between supply and demand often occurs, which is more suitable for the training needs of small and medium-sized enterprises.
The other is the division system, in which there is a training department at the group headquarters and training departments at each branch. The training department of the Group is not responsible for the training of the whole enterprise, but only for inculcating corporate culture. The training department of each division is responsible for job skills training. Smaller departments are equipped with training interfaces, so both small departments and large departments can carry out training, and the training coverage is relatively large, and professional and technical training with little demand can be carried out. This structure makes training closer to employees, but the disadvantage is that repeated training leads to waste of resources. Lenovo's training is the organizational structure of this division, and the training organization permeates all business departments of the company.
Lenovo Group divided its business into Lenovo Computer and Digital China, and changed one brand into two brands. This is a major change. In order to adapt to this change, Lenovo School of Management immediately opened the course "Self-management in Change". The school of management should also analyze and sort out the successful cases in Lenovo's history and enrich Lenovo's cultural textbooks. One of the famous cases is "the storm of chasing prizes". At that time, Lenovo's Hanka won the second prize of national scientific and technological progress, but Lenovo people know that Lenovo's Hanka is not just a Hanka, but a Chinese character system. At that time, Liu Chuanzhi instructed the then public relations manager, Guo Wei today, to turn the second prize into the first prize. However, in order to change this result, 10 of the 50 judges in the Ministry of Science and Technology needs to make a reconsideration, and 2/3 of the 50 judges will pass. After Guo Wei took office, he set up a prize-chasing team and finally won the prize, so today's famous Lenovo culture is to "turn 5% hope into 100% reality".