Anti-crisis management of an agricultural enterprise

Abstract

This study takes Guangdong Tianhe Agricultural Production Materials Co., Ltd. as a case study to explore the structural optimization path of state-owned agricultural enterprises in dynamic markets. As a comprehensive agricultural service enterprise, the company faces problems such as traditional hierarchical rigidity, inefficient cross departmental collaboration, and dispersed resources. Through platform organization theory and mixed research methods (case analysis, interviews with 11 managers, and 103 employee questionnaires), the study found that 56.3% of employees believe that strategy and structure are disconnected, with an average decision-making cycle of 14 days. The research proposes a three-stage optimization framework: deconstructing redundant levels, standardizing cross departmental processes, piloting digital platforms, and innovatively designing a "rule function product" resource complementarity model. By integrating hotel revenue, property energy consumption, and cultural and tourist group portraits through the data center, combined with the cultural process dual drive mechanism (such as the "Happiness Industry Innovation Competition" and intelligent procurement system), the decision-making efficiency of pilot departments has been improved by 30%, and procurement costs have been reduced by 15%. This plan provides a replicable paradigm for the mixed ownership reform of state-owned enterprises, emphasizing the synergistic effects of structural agility, digital empowerment, and cultural innovation. When a crisis event really comes, how to coordinate resources and communicate with all parties becomes the key to solving the problem. Since crisis events involve all aspects of society and have a wide range of implications, crisis management requires not only communication with internal employees of the company, but also communication with the media and government management departments outside the company. For companies, the primary task of crisis communication is to admit their own mistakes, assume social responsibilities, and convey the company's sincerity and specific plans for dealing with crisis issues in a proper communication method, showing the public a responsible corporate image. In good communication, the company coordinates and negotiates with all parties to find a solution to the problem and gradually calm the development of the incident.