Employee status

CRITICS

1. 
   Summary of the Facts
   This case study analysis is on Samsung Electronics Company (SEC) and how it has climbed up the ranks in the past decade via calculated marketing strategies, extensive market research and analysis, and a risky bet on how the market will evolve.   Samsung’s principle outlook took time and education from within and thereafter the general market.
   Samsung Electronics Company (SEC) began doing business in 1969 as a low-cost manufacturer of black and white televisions.   In 1970, “Samsung acquired a semiconductor business” which would be a milestone that initiated the future for SEC.   Entering the semiconductor industry would also be the beginning of the turnaround phase for SEC.   In 1980, SEC showed the market its ability to mass produce.   SEC became a major supplier of commodity products (televisions, microwave ovens and VCRs) in massive quantities to well known original equipment manufacturers (OEMs). For this reason, Samsung was able to easily transition into a major player in the electronic products and home appliances market (Quelch & Harrington, 2008).
   SEC was mainly focused in manufacturing; therefore, it’s no surprise that the executives themselves were also focused on their manufacturing plants.   Profits that SEC received were soon reinvested into Research & Development, manufacturing, and supply chain activities.   Unexpectedly, in 1997, a financial crisis hit the Asian market. Even though SEC’s sales were $16 billion, they still had a negative net profit.   SEC executives exercised major restructuring efforts that resulted in the dismissal of 29,000 workers and the sale of billions in corporate assets.   SEC was able to ride the Asian Financial Crisis and was able to reduce its debt dramatically to $4.6 billion, from $15 billion, over a 5 year period.   Furthermore, SEC was able to increase its net margins from -3% to 13% (Quelch & Harrington, 2008).
   In 2002, SEC posted net profits of $5.9 billion, on $44.6 billion in sales, and as a...
   
2. 
   Samsung: Proposal for New Human Resource Strategies to
   Survive the New Business Environmental Volatility
   Byungcheol Shin and Jeonguk Jo
   Kwangsik Choi and Myojeong Kim
   University of Seoul
   
   Abstract
   The business environment have become more volatile due to economic crises and changing markets.   Samsung, a leading conglomerate of Korea, is not an exception.   Samsung is undergoing many issues related to human resources, and will not survive if it chooses to stay passive to the upcoming business environmental volatility.   In this report, Samsung’s current policies and issues related to human resources are examined and discussed.   The topics concerned are job retaining, job satisfaction, job security, global recruitment, job relevance, motivation, and employee rights.   The purpose of this report is to focus on finding recommendations about what Samsung should do on each according situation, with ideas and concepts backed up from journal article references and textbook.   Ultimately, Samsung may be able to handle its human resources and issues related with more efficiency and effectiveness by accepting recommendations suggested on this report,.
   Keywords: Recommendations for Human Resources Strategy, Efficiency, Effectiveness.
   
   Foundation of Samsung and its Current Strategies on Human Resource
         The Samsung Group, which was founded in 1938, is a leading global conglomerate composed of numerous businesses, including electronics, construction, chemical, financial industries and etc.   Samsung has economic values over 318 trillion Korean won, with 64 domestic and 311 foreign affiliated companies.   Samsung focuses on human rights, technology, social contribution, and development as a global conglomerate as main principles for its corporate philosophy, as well as placing importance in creativity, challenging attitude, and resolution ability in human resource to meets the new paradigm of the upcoming digital era.
         The recruitment system of Samsung is... 
   
3. 
   Richard Ivey School of Business
   The University of Western Ontario
   
   SAMSUNG EVERLAND: MANAGING SERVICE QUALITY (A)
   Charles Dhanaraj prepared this case under the supervision of Professor John Haywood-Farmer solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors might have disguised certain names and other identifying information to protect confidentiality.
   
   Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone   (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
   
   Copyright © 1997, Ivey Management Services Inc.                                       Version: (A) 2000-01-06
   
   In Decernber 1994, Her Tae-Hak, president of Samsung's Joong-Ang Development Company, South Korea, was concerned with the level of service quality at Yongin
   Farmland (Farmland). It was clear to Mr. Her that Farmland had to have a coherent service quality management strategy because his goal was to position the company as one of the world's leading theme parks. However, despite the service quality program he had initiated since he assumed his present position in October 1993, preliminary findings indicated that Farmland's service quality levels were much below those at leading theme parks, not only intemationally, but also within South Korea. He wondered if the moves he had already rnade were in the right direction, how Farmland could achieve
   intemational standards of service quality, whether it would be worth doing, and if it would really provide a sustainable competitive advantage in...
   
4. 
   Why Corporate Social Responsibility Matters? |
   Individual Assignment |
   
   Student: Iderbat Bayaraa
   Lecturer: Jimmy Esplanada
   Executive Summary
   Corporate Social Responsibility is growing rapidly among international organizations. Every global or multinational big corporation should implement CSR initiatives. CSR provides companies with important opportunities, competitive advantages and so on. Samsung Electronics is one of the corporations which best implements CSR activities. 
   First of all, introduction to the case study is presented followed by background of the company. Then CSR strategies of Samsung are discussed. The company’s main CSR activities are to get trust of customers and give impact to the environment. The company recognizes their impact on society at all levels. Samsung’s vision of "Inspire the World, Create the Future" means the company’s wide-ranging responsibilities. Then corporate risks and opportunities of Samsung Electronics are being discussed precisely. Also the triple bottom line is one the important parts in this report (people, planet, profit). After discussion of triple bottom line some challenges in CSR of Samsung are discussed and the measures to be taken to address those challenges are represented. After that, criticism about some CSR activities of Samsung discussed. Then role of government and citizens in implementing Samsung’s CSR activities are discussed generally. Finally the report gives the conclusion and recommendations to the company. 
   
   Table of Contents
   
   Contents
   Executive Summary 2
   Table of Contents 3
   1.0 Introduction 4
   2.0 Background of the company 5
   3.0 CSR strategies of the company 6
   4.0 Corporate risks and opportunities 9
   5.0 Triple bottom line (people, planet, profit) 11
   6.0 Challenges, measure taken to address the challenges 14
   7.0 Criticism against CSR activities/Pros and Cons of CSR/ 15
   8.0 Role played by the government and citizens in ensuring the implementation...
   
5. 
   In today dynamic business world, organizations are always required to be flexible and adaptive.   A key contributor to such flexibility is the organizations employees. The employee’s ability to understand the situation and demonstrate desired behavior is what makes organizations survive. Thus it is always imperative that employees are on the top of their game.
   
   Knowledge, Skill and Attitudes (KSA) are an employee’s tools for success. The more KSA an employee have the more successful the employee is likely to be in achieving objectives and enabling organizational success.
   
   Employees never enter an organization with all the KSA ever needed. Employees develop needed KSA either through training or through experience. However in today’s ultra-competitive environment time is an asset thus is not invested on employees to learn. Therefore the alternative is to train employees to learn the needed KSA at a much quicker rate. Training varies from organization to organization in terms of method, duration and complexity.
   
   
   1.1 The Case in Hand
   
   Samsung Bangladesh R&D Centre Ltd. started operations in Bangladesh in February 2012, becoming the first multinational company to do so, with the goal of utilizing the skilled work force of Bangladesh to develop devices to match the specific needs on this region. The unit has distinctive departments with ever growing number of employees. The unit must operate according to global standards and requirements so as to its progress in track with other r&d units around the world.
   
   A majority of the employees hail from engineering back grounds and performs the core organizational tasks with the rest of the employees working in accounts, administration and human resources.
   
   Despite the employees technical education background their present KSAs are not enough to sustain the global pressures and unit objectives. Thus employees underwent a 3 month on the job training program to improve their KSAs and bring out their...
   
6. 
   Culture, Goal-Oriented Communication (Leadership), and A Fast Growing Organization: the case of Samsung Electronics
   Hur, Chulboo, Professor Emeritus, Myongji University, Seoul, Korea and Adjunct Professor of Business Management, Yanbian University of Science and Technology, Yianji, Jilin, China Mobile phone 010-9872-7492, e-mail: chulhur@hotmail.com and cbhur@mju.ac.kr
   
   Summary
   In response to the globalization and rapid economic growth of China, the Korean economy has transformed itself. A few Korean firms, spearheaded by Samsung Electronics, have successfully driven the economy, even if the Korean economy has difficulty in the ‘nut cracker’ situation. The success of Samsung Electronics has been attributed to the strategies of ‘selection and concentration,’ ‘successful restructuring following the IMF crisis,’ ‘long-term vision and unprecedented risk-taking strategy,’ ‘speed management,’ ‘world class brain management’ and ‘successful benchmarking of both Japanese and American management,’ among others.
   
   But in regard to Samsung’s strategies, cogent questions need to be examined. For example, would any Korean firm be able to apply the same strategies as used by Samsung Electronics, and produce the same success? No one could confidently say yes to this question.
   
   Samsung Electronics has dramatically achieved a successful transformation between 1987 and 1999. We argue that this is the result of Mr. Lee, Kun Hee (the ex-CEO of Samsung Group)’s strategic learning leadership and its resultant paradigm shift, and that this can be applied to the emergence phenomenon of complexity theory that provides the momentum of evolution of the corporate cultural and/or core competence. The paper explores the dynamic process of this phenomenon
   

7. 
   Korean Economy and Samsung Electronics
   After three decades of rapid industrial growth, in itself a dramatic transformation from the poverty-stricken agricultural economy of 1961, the Korean industries... 
   
8. 
   Talent Management
   Human resources are the most valuable asset
   in any company. At Samsung Electronics,
   our faith and commitment to our people are
   one of the core values governing
   our business activities and an integral part
   of the corporate culture.
   Guided by the belief that “a company is its
   people,” Samsung Electronics values the diversity
   and individuality of its workforce as great asset
   and is committed to retaining and nurturing
   the best talent.
   We uphold a culture of meritocracy and promote
   an environment where each individual is motivated
   to take the initiative with a sense of ownership.
   We encourage our people to reach their
   full potential with the ultimate goal of
   advancing themselves, the company and the society.
   
   Global Harmony with People,
   Society and Environment
   ● Contents ●
   •Employee Value
   

9. 
   One key factor that characterizes a successful organization is the ability to manage the relationship between the overall business strategies, and the work of the HR/Personnel Department can be the main ingredient towards that venture. In this research paper we will look closely at the roles and functions of personnel departments and how they can improve their strategic value to the organization. 
   According to Ulrich (1998): "HR should not be defined by what it does but by what it delivers". This results in the enrichment of the organization's value to customers, investors and employees.
   Hope Hailey (1998) in contrast believes that HR could be regarded as chameleon function. This diversity dictates different roles for the function and practices of people management.
   
   As the origin of people, management are traced, there were somewhat curious oddity amongst many academic writers to assume the origin of the almost exclusively in the nineteenth century, Britain. Torrington et.al (2002) suggests that Personnel Management was initially derived from social reformers, such as Lord Shaftesbury and Robert Owen. Foot and Hook (2002) began their historical practitioner as "welfare workers" born out of the industrial revolution. A similar theme was also adopted by Holbeche (2001). Personnel Department was emerged from the desire of enlightened employers to either improve working conditions or in some cases, to avoid the onset of trade union representative of worker interest. Generally the tradition of welfare was aimed at improving the working conditions of the employees. The earlier roles however stated by Tyson Fell (1986) was drawn from building profession to identify three styles of personnel management, these were clerk of workers, the contract manager and the interpretation of existing agreements and contracts. However, these roles changed as a result of legislation, a shift in the intellectual climate away from post war collectivism and towards Individualism. Also...
   
10. 
    Work preference differences between bus operator and back office personnel of Miami Dade transit
    

11. 
    Personnel in Technology
    In an ever increasing technology driven world, support and help desk personnel are essential to our daily operations.   Notebook sales have soared in the last year.   More computers means more support (Lasky, 2007).   Whether support is conducted over the phone, via the web, or in person, agents are the true lifeline to the performance of a company.   Without systems, work ceases.   Building a highly effective technology support tea is the backbone of a smooth operation.   With properly trained support staff, a company can feel confident they are in good hands when problems arise.
    Personalities
    Many misconceptions that all technological people are withdrawn, with no interpersonal skills have been passed around throughout the years.   This is a myth.   "Techno geeks" have moved from the back broom closet to the limelight in recent years.   Hiring someone with a tremendous amount of technological knowledge but no people skills can cause problems when trying to staff a successful help or support desk.   Qualities to also look for would include patience, assertiveness, thoroughness, enthusiasm, responsibility, technical knowledge, empathy, good communication skills, and the ability to work well under pressure (Regan & O'Connor, 2002, 249/2).
    When an employee seeks the help of a help or support desk, he or she is already frustrated.   Having someone with good interpersonal skills can make the difference in a good outcome or a "butting of the heads."   On-going training can help keep the support group developing not only their technology skills, but their customer service skills as well.   Without interpersonal skills, the incident would result in lost productivity and increased stress on both the help desk agent and the customer calling with the issue.   It takes a certain personality to deal with some of the questions that arise and some possibly irate people.   When technology fails, tempers do sometimes get aggravated and having a patient, empathetic...