MgMT20144: Huawei Business Case Analysis and Organizational Review

This report provides a comprehensive analysis of Huawei's organizational structure and business practices. It examines the company's business structure, including the ICT infrastructure CSD Committee and various subcommittees, to ensure effective sustainability strategies. The report details the governance structure, including the roles of the CSD, top management, and stakeholders in decision-making. It explores the environmental factors influencing Huawei's performance, such as manufacturing processes and government regulations regarding electronic waste and emissions. Furthermore, the analysis identifies the top three risks faced by Huawei, including strategic, external, and legal risks, and assesses their impact on performance and decision-making. The report also highlights Huawei's key business practices, such as customer-centricity, employee dedication, and long-term thinking, and their influence on the company's success. Finally, it outlines the functional departments within Huawei, emphasizing their roles in business expansion, training, and budgeting, providing a holistic view of the company's operations and strategic approach.

Running head : HUAWEI ORGANIZATIONAL DESCRIPTION
HUAWEI ORGANIZATIONAL DESCRIPTION
Name of the Student
Name of the University
Author Note

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HUAWEI – Company Overview
Huawei is a is a Chinese multinational company which is known to provide various types
of telecommunication business and sells electronic goods like the smartphones, tablets,
consulting services, etc. The company is headquartered in Shenzhen, Guangdong. The company
has develoed its products abd services in more than 170 countries worldwide. According to the
author Alvarez, (2017) the company has taken over the largest manufacturer of smartphone
Apple.
What is the business structure and governance structure of your chosen
company?
The business structure of Huawei consists of the four major parts which are the ICT
infrastructure CSD Committee, the Consumer BG CSD Sub Committee, the R&D CSD Sub
Committee and the platform CSD Subcommittee (Balding & Clarke 2019). In doing so the
company aims to ensure that the company will be working on the effective execution of
sustainability strategies. This will ensure that the company will be building better manage
sustainability risks and continue meeting the stakeholder requirements.
The Commission of Sustainable Development has the responsibilities in developing and
implementing sustainability strategies which ensures that the strategic goals are met in time.
They also have the responsibilities in developing, implementing continuous improvement in the
management system. The top management authority of the company is aligned with the work of
making proper discussions on major sustainability issues which are faced by the company. The

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directors and the business heads take care in meeting the stakeholders requirements and building
Huawei’s competitiveness in sustainability.
The CSD subcommittee members have the responsibility in breaking down the company
sustainability strategy and setting annual sustainability goals and priorities in achieving success.
The team leaders and the subcommittee members are there to monitor the progress update of the
sustainability priorities and goals achieved.
By staying customer centric and inspiring proper direction and dedication in meeting the goals,
the company has sustained a long term growth through improving the conditions of the business
structure and corporate governance structure (Jamil, Brioñes-Peñalver and Lema 2019). The
stakeholders meeting is the company’s only authoritative body which makes various types of
decisions on major problems like increasing the capital, profit distribution and selecting
members in the board. The Supervisory board of the company includes seeing the responsibilities
of the BOD of the company and monitors the financial status and legal compliance (Gjoreski,
Valentin & Roggen 2018). The Carrier Background sales department of the company manages
and supports the enterprise management, support to the solution marketing and services and
targets the carrier customers and enterprise customers on a daily basis. The company Network
products and the cloud services are controlled and taken care by the ICT solutions which is the
Technical support of the company. They are mainly responsible for planning, developing, and
building the product competitiveness to deliver best services to the customers.

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Which environmental factors are influencing your chosen company’s
performance and/or decision-making?
According to the authors Chang, Zhen & Shu (2016). Huawei is subject to a range of the
environmental laws which are responsible for its performance and decision making. The most
favourable environmental factor which is influencing the performance of Huawei is the
manufacturing process within China. However the company will have to adhere to certain
environmental standards to sell their products in market of European Unions. Also the
government of China has issued various policies in reducing the electronic wastes and carbon
emissions. Although the company has recently introduced various types of policies in reducing
the e wastes and high carbon emission which will help it in making proper decisions (DeGhetto,
Holcomb & Holmes 2016). The wastes which are generated by the company are reused in order
to cut down the expenses which are made in buying new products. If the company is reusing the
wastes which are generated then it will cut down the excess generation of wastages.
What are the top three risks your chosen company face and how are they
influencing its performance and/or decision making?
The top three risk which are faced by the company are :
 Strategic risks – The market in which the company operates is one of the most
competitive market in terms of product pricing and functional ability of the service
quality. Due the advance use of technology and rapid technological improvement the
company not only is facing shorter product life cycles but are also attracting new market
entries.

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 External risks – Few of the risks such as the general global economic growth remain
unpredictable and vary from region to region. Therefore they should be very cautious
when they are investing any amount of money in improving the quality of the work
which was proposed by them previously.
 Legal risks – The company is facing various kinds of legal barriers and trade barriers in
few of the operating regions. The company is thus striving very hard to comply with the
local laws and regulations. The company has elected various person in assessing the risks
which will be generated in responding to the risks.
What business practices your chosen company adopts and how are they
influencing its performance and/or decision making?
According to the author Miao, Lee & Jin (2018) the business practices are known as the tactics
or the activities a business is known to conduct to reach the objectives set by them. The ultimate
objective of a business organization is to make and maximize the money which is earned by
them. The business practices are often done that way because it is much cost effective for the
company. A company might have various types of rules for taking care of the business practices
which is known to ensure the employees are working effectively and efficiently in the work
which is performed by them. Huawei strictly abides by the ethical business practices by
operating with integrity and opposing bribery, dumping the competitors and monopolies. Few of
the business practice which Huawei adopts are described below :
 Customer first attitude
The author Yang, (2018) states that the strong people provides a sense of purpose to the
people who follows them. Huawei distinguishes itself from the competitors in this stage

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by listening to the problems which are faced by the customers. The company provides
right time service to the customers so that they do not face any kind f telecommunication
problem.
 Employee Dedication
According to Huawei the only way to obtain the opportunities by working hard. The
employees in Huawei is known to work very hard by working late at night, then sleeping
in the office itself, also taking catnap during the lunch time. In the early years of
existence the company used to provide the employees with a separate blanket and
mattress. The sleeping pads thus used to represent the efficiency of the employees who
were working in the company. Those sleeping pads used to represent the hard work in the
old days.
 Long term thinking
The arrangement of the employee not only helps the company to attract and retain the
employees but also allows the company to plan their goals on a long term basis.
According to the authors Miao, Lee & Jin (2018) this will help the company to stay close
to the goals and long term vision plans. For example the company has introduced the
issue of job rotation in their business where the CEO and the deputy chairman will have
to work for more than hour a day. The person will be acting as a mentor, coach and leader
at the same .
What functional departments does your chosen company have?
At Huawei there are various types of functional departments which is known to signify various
types of approaches in the business. For the business departments the company has two different

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approaches to trainings and budgeting. For the business department the company is responsible
for having various teams who are working together for the expansion of the business, theya re
the Research and Development centers, sales and marketing department. Other functional
departments include the budgeting approaches from top to bottom level of the business. The
company is also planning to set a outside and inside profit center based budgeting system and
accounting system which will focus on the budgeting work.

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Intended status: Informational A. Norkin Netflix.
Balding, C., & Clarke, D. C. (2019). Who Owns Huawei?. Available at SSRN.
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DeGhetto, K., Sutton, A., Holcomb, T. R., & Holmes, R. M. (2016). It's who you know and what
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Gjoreski, H., Ciliberto, M., Wang, L., Morales, F. J. O., Mekki, S., Valentin, S., & Roggen, D.
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