2023年12月6日发(作者：束紫萱)
Effective self-restructuring
Three periods：
（一）、1998年，在韩国汽车工业因野心勃勃的扩张和前一年的金融危机而带来的剧变之后，现代汽车收购了起亚汽车。
In 1998，because the ambitious of expansion in Korea’s motor industry
and the large changes after last financial crisis last year，Hyundai Motor
Corporation acquired Kia Motor Company.
（二）、 2000年9月1日现代汽车公司正式与戴姆勒-克莱斯勒建立了战略联盟并断绝了与现代集团的关系，成为一个独立的企业集团，此举使现代集团在韩国企业集团中的排行从第一位跌至第二位，原居第二位的三星集团跃居首位。现代汽车公司从现代集团分离出来之后，现代集团的资产总额从近89万亿韩元降至54．61万亿韩元。 2002年之前现代集团再次分裂，变成若干个互不附属的企业。 现代重工业公司、现代尾浦造船厂等公司也从现代集团中分离出来。
On September 1. 2000， Hyundai Motor Corporation formally Daimler
Chrysler established a strategic alliance and cut off the relationship with
Hyundai Motor Group. Hyundai Motor Group become a independent
corporation，which makes Hyundai Motor Group fell to the second from
the ranking first in Korea enterprise group，Samsung became the ranking
first instead of Hyundai Motor Group. After Hyundai Motor Corporation
separated from Hyundai Motor Group，the total assets of Hyundai Motor Group fell to 54.61 trillion won from 89 trillion won. In 2002，Hyundai
Motor Group separated again, which divided into a number of each
subsidiary i Heavy Industry Corporation, Hyundai
Shipyard Corporation also separated from Hyundai Motor Group.
（三）、2001年，戴姆勒-现代卡车公司成立。戴姆勒-克莱斯勒与现代汽车公司双方已同意重组他们的战略联盟以更好的反映各自公司目前的业务和战略目标。根据协议，现代汽车将收购戴姆勒-克莱斯勒在戴姆勒—现代货车公司50%的股份。
In 2001，Daimler-Hyundai Truck Corporation has been found. In order to
reflect their corporation current business and strategic objectives well，DaimlerChrysler and Hyundai Motor Corporation both agreed to
restructure their strategic alliance. According to the agreement，Hyundai
Motor Corporation would acquired 50% shares of Daimler-Hyundai
Truck Corporation.
（四）、现代分裂原因
1. 2000年5,6月间，现代集团内最重要的主力企业现代建设公司两度发生资金困难，严重影响了金融市场的稳定，造成人们对现代集团信心大失。 Among June and July,2000，Hyundai Construction Corporation is the
most important main force of Hyundai Motor Group，which experienced
twice financial difficulties during the special period. It had seriously
impact on the stable of financial market and cause people lose
confidence with Hyundai Motor Group.
2.现代集团一直实行的是家族经营这一传统的经营方式，即家族内多数人参加经营管理，而家长以自己的权势统领全局、调配员工。这一传统的经营管理模式越来越不适应现代企业的发展。只有将现代分离成若干个集团，提高其经营透明度，消除企业内部存在的相互担保，并改善企业财务结构，现代这一巨型企业集团才能焕发生机。
Hyundai Motor Group has been executed is a traditional mode of
operation，which is a family business and most people in the family take
part in operate and manage and use their power to command the
overall situation, allocate employees. But this traditional mode of
operation did not adapt to the modern enterprise development. The
most effective measure is divided Hyundai Motor Group into several
groups，which can improve the transparency of its operation, eliminate
the internal mutual guarantee in the company and improve
corporation’s financial structure. Only in this way can Hyundai Motor
Group have a bright future.
New corporate culture
（一）、自主创新
上世纪70年代早期，现代集团Hyundai Motor Group管理层决定不再依赖于外国车型，要开发现代自主拥有所有权的轿车车型。1974年开发出第一款自行研发的车型Pony出人意料地投产，在国内市场迅速获得了巨大成功，并于1976年成功打开海外市场进行出口外销。
(a)Independent innovation
The early 1970 s, the management of modern Group Hyundai Motor
Group decided not to rely on foreign models and develop their own
modern car models. In 1974 the first paragraph developed models
developed by Pony put into production unexpectedly, and in the
domestic market get to be huge success quickly in 1976, and
successful exported in overseas markets.
（二）以人为本的汽车文化
现代汽车公司Hyundai Motor Corporation的企业文化是，创造以人为本的汽车文化。三星电子与现代汽车首次合作研发“智能汽车”，在汽车内装置与三星智能手机互动的平板电脑，用户通过车辆内置的平板电脑，能够欣赏储存在三星智能手机里的音乐、电影、电视节目。
The car culture of person first
The culture of Hyundai Motor Corporation is, to create
human-oriented car culture. It’s the first time that Samsung
electronics and modern car cooperation development "intelligent
vehicle", what is in the device and Samsung phones in the
interaction between the tablet computer, the user through the vehicle of the built-in tablet computer can appreciate the music,
films, and TV program stored in Samsung mobile phone
intelligently
（三）、全球发展战略和目标
现代汽车公司在美国和日本建立了研究中心，每年可出口轿车50万辆以上。同时在亚洲、北美、非洲和欧洲等地区建立了汽车生产基地，在全世界190多个国家和地区拥有近4000家销售商。并每年制定新的全球发展战略和企业目标。
(3) Global development strategy and target
HYUNDAI companies in the United States and Japan built research
center, export more than 500000 cars a year. At the same time in
Asia, North America, Africa and Europe and other regions have
established auto production base, more than 190 countries and
regions in worldwide have nearly 4000 vendors. And work out new
global development strategy and business goals for each year.
Educating global human resoures （一）、建立一个新的全球模式。
现代汽车公司作为全球性公司，需要重新定位其组织、运营和流程。招聘、领导力开发以及培训能使人才能够在RDE（快速经济发展体）和其他较远市场上得到发展。同时也需要决定如何分配决策权和重新定位决策流程，以反映人才管理的新秩序。
ng a new global model
As a global company, Hyundai company need to redefine its
organization, operation and process. Recruitment, leadership
development and training can make people who can in RDE (rapid
economic development body) and other far developed markets. At
the same time the company also need to decide how to distribute
the decision-making power and reorientation of decision-making
process to reflect the new order the personnel management of
（二）、人才管理和培养
把全球人才规划提升到CEO的议事日程上来。人才管理非常重要，不能只作为人力资源部的一项工作。同时要满足未来的需求，现代汽车公司必须要在自身培养人才方面重点发展。可以雇用本地高等学校毕业的学生，也需要有致力于招聘和培训有才能的应征者。 2) Talent management and training
Let the global talent planning to ascend to the CEO's agenda. Talent
management is very important, not only as a job of human
resource , but also need to meet the need of the future market.
Hyundai must pay attention to the development of training
employee. The company can hire students graduating from local
high school and needed to be dedicated to the recruitment and
training talented candidates.
（三）、建立强有力的人力资源品牌
在招纳候选人的同时，现代汽车公司需要打造自己的声望，成为人才理想的工作地点。面临人才短缺时，需要制定明确的计划，有效地向目标招聘群体推广公司品牌。
(3)Build a influential brand of human resources
In the recruit candidates, Hyundai need to make his reputation to
become an ideal place of work talent at the same time. Faced with
talent shortage, the company has to work out a clear plan to
promote the brand to recruitment groups effectively. （四）、加快职业发展和培养全球性领导者
现代汽车公司需要建立高绩效的管理和领导团队，并展示为新职员提供的领导职位及晋升机会。建立强大的本地领导团队，必须配置全新的领导力发展模式，使领导者具有创业思想并认同公司全球价值观。
(4) Speed up the career development and the training of global
leaders
Hyundai need to establish a team of high performance management
and leadership and show leadership position and promotion
opportunity for the new staff. Build a powerful local leadership team,
must be installed with the new leadership development model, with
the creative thought leader and identify with the global values.
（五）、制定有吸引力的酬薪项目
优秀经理人会被竞争者重金相邀，因此制定有吸引力的薪酬晋升项目来加强其与公司的联系很重要，同时要结合薪酬、职业发展机会以及良好的工作环境，这样才能挽留出类拔萃的人才。
(5) Make attractive salary for project
Excellent managers will be hire with high wale, so it is very
important to make attractive salary promotion program to strengthen the contact with the company, and combine some ability
like the salary, career development and good working environment
to retain outstanding talent.
2023年12月6日发(作者：束紫萱)
Effective self-restructuring
Three periods：
（一）、1998年，在韩国汽车工业因野心勃勃的扩张和前一年的金融危机而带来的剧变之后，现代汽车收购了起亚汽车。
In 1998，because the ambitious of expansion in Korea’s motor industry
and the large changes after last financial crisis last year，Hyundai Motor
Corporation acquired Kia Motor Company.
（二）、 2000年9月1日现代汽车公司正式与戴姆勒-克莱斯勒建立了战略联盟并断绝了与现代集团的关系，成为一个独立的企业集团，此举使现代集团在韩国企业集团中的排行从第一位跌至第二位，原居第二位的三星集团跃居首位。现代汽车公司从现代集团分离出来之后，现代集团的资产总额从近89万亿韩元降至54．61万亿韩元。 2002年之前现代集团再次分裂，变成若干个互不附属的企业。 现代重工业公司、现代尾浦造船厂等公司也从现代集团中分离出来。
On September 1. 2000， Hyundai Motor Corporation formally Daimler
Chrysler established a strategic alliance and cut off the relationship with
Hyundai Motor Group. Hyundai Motor Group become a independent
corporation，which makes Hyundai Motor Group fell to the second from
the ranking first in Korea enterprise group，Samsung became the ranking
first instead of Hyundai Motor Group. After Hyundai Motor Corporation
separated from Hyundai Motor Group，the total assets of Hyundai Motor Group fell to 54.61 trillion won from 89 trillion won. In 2002，Hyundai
Motor Group separated again, which divided into a number of each
subsidiary i Heavy Industry Corporation, Hyundai
Shipyard Corporation also separated from Hyundai Motor Group.
（三）、2001年，戴姆勒-现代卡车公司成立。戴姆勒-克莱斯勒与现代汽车公司双方已同意重组他们的战略联盟以更好的反映各自公司目前的业务和战略目标。根据协议，现代汽车将收购戴姆勒-克莱斯勒在戴姆勒—现代货车公司50%的股份。
In 2001，Daimler-Hyundai Truck Corporation has been found. In order to
reflect their corporation current business and strategic objectives well，DaimlerChrysler and Hyundai Motor Corporation both agreed to
restructure their strategic alliance. According to the agreement，Hyundai
Motor Corporation would acquired 50% shares of Daimler-Hyundai
Truck Corporation.
（四）、现代分裂原因
1. 2000年5,6月间，现代集团内最重要的主力企业现代建设公司两度发生资金困难，严重影响了金融市场的稳定，造成人们对现代集团信心大失。 Among June and July,2000，Hyundai Construction Corporation is the
most important main force of Hyundai Motor Group，which experienced
twice financial difficulties during the special period. It had seriously
impact on the stable of financial market and cause people lose
confidence with Hyundai Motor Group.
2.现代集团一直实行的是家族经营这一传统的经营方式，即家族内多数人参加经营管理，而家长以自己的权势统领全局、调配员工。这一传统的经营管理模式越来越不适应现代企业的发展。只有将现代分离成若干个集团，提高其经营透明度，消除企业内部存在的相互担保，并改善企业财务结构，现代这一巨型企业集团才能焕发生机。
Hyundai Motor Group has been executed is a traditional mode of
operation，which is a family business and most people in the family take
part in operate and manage and use their power to command the
overall situation, allocate employees. But this traditional mode of
operation did not adapt to the modern enterprise development. The
most effective measure is divided Hyundai Motor Group into several
groups，which can improve the transparency of its operation, eliminate
the internal mutual guarantee in the company and improve
corporation’s financial structure. Only in this way can Hyundai Motor
Group have a bright future.
New corporate culture
（一）、自主创新
上世纪70年代早期，现代集团Hyundai Motor Group管理层决定不再依赖于外国车型，要开发现代自主拥有所有权的轿车车型。1974年开发出第一款自行研发的车型Pony出人意料地投产，在国内市场迅速获得了巨大成功，并于1976年成功打开海外市场进行出口外销。
(a)Independent innovation
The early 1970 s, the management of modern Group Hyundai Motor
Group decided not to rely on foreign models and develop their own
modern car models. In 1974 the first paragraph developed models
developed by Pony put into production unexpectedly, and in the
domestic market get to be huge success quickly in 1976, and
successful exported in overseas markets.
（二）以人为本的汽车文化
现代汽车公司Hyundai Motor Corporation的企业文化是，创造以人为本的汽车文化。三星电子与现代汽车首次合作研发“智能汽车”，在汽车内装置与三星智能手机互动的平板电脑，用户通过车辆内置的平板电脑，能够欣赏储存在三星智能手机里的音乐、电影、电视节目。
The car culture of person first
The culture of Hyundai Motor Corporation is, to create
human-oriented car culture. It’s the first time that Samsung
electronics and modern car cooperation development "intelligent
vehicle", what is in the device and Samsung phones in the
interaction between the tablet computer, the user through the vehicle of the built-in tablet computer can appreciate the music,
films, and TV program stored in Samsung mobile phone
intelligently
（三）、全球发展战略和目标
现代汽车公司在美国和日本建立了研究中心，每年可出口轿车50万辆以上。同时在亚洲、北美、非洲和欧洲等地区建立了汽车生产基地，在全世界190多个国家和地区拥有近4000家销售商。并每年制定新的全球发展战略和企业目标。
(3) Global development strategy and target
HYUNDAI companies in the United States and Japan built research
center, export more than 500000 cars a year. At the same time in
Asia, North America, Africa and Europe and other regions have
established auto production base, more than 190 countries and
regions in worldwide have nearly 4000 vendors. And work out new
global development strategy and business goals for each year.
Educating global human resoures （一）、建立一个新的全球模式。
现代汽车公司作为全球性公司，需要重新定位其组织、运营和流程。招聘、领导力开发以及培训能使人才能够在RDE（快速经济发展体）和其他较远市场上得到发展。同时也需要决定如何分配决策权和重新定位决策流程，以反映人才管理的新秩序。
ng a new global model
As a global company, Hyundai company need to redefine its
organization, operation and process. Recruitment, leadership
development and training can make people who can in RDE (rapid
economic development body) and other far developed markets. At
the same time the company also need to decide how to distribute
the decision-making power and reorientation of decision-making
process to reflect the new order the personnel management of
（二）、人才管理和培养
把全球人才规划提升到CEO的议事日程上来。人才管理非常重要，不能只作为人力资源部的一项工作。同时要满足未来的需求，现代汽车公司必须要在自身培养人才方面重点发展。可以雇用本地高等学校毕业的学生，也需要有致力于招聘和培训有才能的应征者。 2) Talent management and training
Let the global talent planning to ascend to the CEO's agenda. Talent
management is very important, not only as a job of human
resource , but also need to meet the need of the future market.
Hyundai must pay attention to the development of training
employee. The company can hire students graduating from local
high school and needed to be dedicated to the recruitment and
training talented candidates.
（三）、建立强有力的人力资源品牌
在招纳候选人的同时，现代汽车公司需要打造自己的声望，成为人才理想的工作地点。面临人才短缺时，需要制定明确的计划，有效地向目标招聘群体推广公司品牌。
(3)Build a influential brand of human resources
In the recruit candidates, Hyundai need to make his reputation to
become an ideal place of work talent at the same time. Faced with
talent shortage, the company has to work out a clear plan to
promote the brand to recruitment groups effectively. （四）、加快职业发展和培养全球性领导者
现代汽车公司需要建立高绩效的管理和领导团队，并展示为新职员提供的领导职位及晋升机会。建立强大的本地领导团队，必须配置全新的领导力发展模式，使领导者具有创业思想并认同公司全球价值观。
(4) Speed up the career development and the training of global
leaders
Hyundai need to establish a team of high performance management
and leadership and show leadership position and promotion
opportunity for the new staff. Build a powerful local leadership team,
must be installed with the new leadership development model, with
the creative thought leader and identify with the global values.
（五）、制定有吸引力的酬薪项目
优秀经理人会被竞争者重金相邀，因此制定有吸引力的薪酬晋升项目来加强其与公司的联系很重要，同时要结合薪酬、职业发展机会以及良好的工作环境，这样才能挽留出类拔萃的人才。
(5) Make attractive salary for project
Excellent managers will be hire with high wale, so it is very
important to make attractive salary promotion program to strengthen the contact with the company, and combine some ability
like the salary, career development and good working environment
to retain outstanding talent.