Samsung even ensures that its employees contribute to the environment around them by encouraging them to participate in Employee Volunteer Programs. This enables them to participate in lots of social improvement projects, from disaster relief to environment cleanup. In fact, Washington-based POLF gave Samsung the "Award for Excellence in Corporate Community Service."
The level of intellectual capital available with Samsung today can be envisaged from the fact that today Samsung has more than 2000 PhD's within its ranks. To continually meet the challenges in today's marketplace, Samsung always is on the lookout for employees who are not only able to work well in teams, but are also capable of growing individually. Thus, it is not surprising that in Korea, Samsung has emerged as the most sought-after employer. 10
The above figure outlines the vision for Samsung's training programs, which, in the long run, inculcate change and innovation in the organization. The three goals of the program are to cultivate next-generation leaders, to share core values of Samsung, and to develop Global Competency. 11
The structure at Samsung is described as 'Structured Nodes', with teams linked through networks. This is a flexible structure where knowledge flows across the organizational boundaries, and where it is much easier to form and disband multidisciplinary teams. 12
The training programs at Samsung do not just employ conventional methods of learning, but in fact, managers and other employees are trained using creative and motivating methods. Two such examples would serve to elucidate the point. In Texas, 90 Samsung managers were asked to carry out the following activity. They were organized into small teams, and were tasked with building equipment, using 'Lego' blocks. Although the tools were simple, but in order to be successful, the managers were required to be creative and to work efficiently in teams. The exercise enabled the managers to identify different skills within their teams, i.e. motivation, support and critical thinking, and they carried this knowledge back to the workplace. Another example demonstrates the importance of applying creative learning tools. At the same Samsung plant, a tool simulating a manufacturing line was assembled. The participants were asked to create a product with the tool under time constraints, while maintaining high quality standards. This exercise helped the participants better understand the concepts of yield and cycle time. These examples demonstrate Samsung's commitment to the development of its HR. 13
SAMSUNG - the EMPLOYER of CHOICE
Due to its appealing job design, competitive compensation packages, rising...
This establishes a system to addresses the different areas of competence within an organization. ("Case 26 Samsung Electronics," n.d.) Evaluation of Resources The most valuable resources that Samsung would have are: their employees. This is important, because the staff can help management be able to improve their products and services. At the same time, they can help increase quality and how long it will take to introduce a new product to
Samsung Strategic Management and Strategic Competitiveness Samsung Electronics was established by Byung-Chull Lee in 1969 in Suwon City in South Korea and was at the time referred to as Samsung electric industries. When founded, the company was designed to manufacture computer constituents, radios, televisions and other electronic devices. A decade into its establishment, the company began to manufacture telecommunication devices. Its initial product offerings consisted of switchboards. Subsequently, Samsung started manufacturing
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