When Li Ye decided to "break up and reorganize" Southwest Heavy Truck Company, he had anticipated that some people would be dissatisfied with the arrangement, leading to resistance and even acts of defiance.
Because when faced with airborne management, the original crew could only protect their interests to the fullest by banding together.
For example, a workshop director's authority came in large part from the workers under him, especially those loyal subordinates gathered around him.
If airborne leaders wanted to command a new unit as easily as moving an arm, they had to rely on mid-level managers like Workshop Directors to pass production tasks down layer by layer. During that process, the interests of those mid-level managers had to be taken into account.
But Li Ye had only retained twenty percent of the management staff to begin with, then scattered their workers to the four winds and promoted new team leaders and section chiefs from among the people sent from the capital. The control those Workshop Directors held over their workshops had instantly been diluted and reshaped.
When the people beneath you barely had any connection with you, how could you compete with those sent from the capital? They had both carrots and sticks in hand. What did you have?
Of course, Li Ye was not the sort of person who left others no way to survive. As long as they cooperated properly, they would naturally be treated fairly. Otherwise, letting the people from the capital act arbitrarily would not benefit the company's development or management.
But Li Ye truly could not understand what any of these arrangements had to do with Hu Yanshuo.
Hu Yanshuo was a local official with an iron rice bowl. He did not work for Southwest Heavy Truck Company, so no matter how Li Ye