Managing People in Samsung: Roles, Challenges, and Implications
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This report outlines the managerial implications in Samsung, including the roles and responsibilities of managers and the challenges they face. It also includes a literature review and recommendations for decision-makers.
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Running Head: MANAGING PEOPLE 0
Managing People
SAMSUNG
OCTOBER 24, 2018
SAMSUNG
Managing People
SAMSUNG
OCTOBER 24, 2018
SAMSUNG
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MANAGING PEOPLE 1
EXECUTIVE SUMMARY
This report outlines the managerial implications in Samsung. It includes all the
respective roles and responsibilities connected to the manager. Significant challenges have
been presented that impact the business decisions made by the manager.
This extensive research is also based on several literature reviews published by
various authors on the roles and challenges of the managers. The basic overview of the
company Samsung is also stated below including its revenue and size. It is a multinational
company having operations in multiple fields.
This research will help various stakeholders and related key person to take
responsibility for the various decision in the respective areas. In the last, several
recommendations were also made to the decision maker.
EXECUTIVE SUMMARY
This report outlines the managerial implications in Samsung. It includes all the
respective roles and responsibilities connected to the manager. Significant challenges have
been presented that impact the business decisions made by the manager.
This extensive research is also based on several literature reviews published by
various authors on the roles and challenges of the managers. The basic overview of the
company Samsung is also stated below including its revenue and size. It is a multinational
company having operations in multiple fields.
This research will help various stakeholders and related key person to take
responsibility for the various decision in the respective areas. In the last, several
recommendations were also made to the decision maker.

MANAGING PEOPLE 2
Table of Contents
Introduction................................................................................................................................3
Literature Review.......................................................................................................................3
About the company....................................................................................................................5
Operations..................................................................................................................................5
Conclusion and Recommendations............................................................................................9
References................................................................................................................................10
Table of Contents
Introduction................................................................................................................................3
Literature Review.......................................................................................................................3
About the company....................................................................................................................5
Operations..................................................................................................................................5
Conclusion and Recommendations............................................................................................9
References................................................................................................................................10
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MANAGING PEOPLE 3
Introduction
This competitive business environment in present scenario raises the managerial role
in an organization as due to various dynamic aspects affecting the business from different
perspectives. Manager implications are now changed from the traditional way of operations
to be work as a leader, communicator, recruiter, entrepreneur and many other
transformational changes (Maria, 2010).
In this report, the company Samsung is taken for the research so as to find out all the
significant roles and responsibilities of managers including the challenges they are facing.
Samsung is a multinational company serving worldwide. It is diversified into many fields
such as Apparel, chemicals, automotive, electronic components and many more (Khanna &
Yafeh, 2007). The research is done here to find out many differentiated roles of the managers
and thus for the support of the findings, many journals and articles were also critically
reviewed. This information can be very helpful for the public as well as the stakeholders for
taking various necessary actions and decision.
This dynamic business environment makes the manager's role diversified and also
make them aware that they need to integrate all the managerial operation in an effective way
in aligning with the organization goals so that to get most out of the organizations. This will
also help them in developing their skills and abilities for future perspectives.
Literature Review
In this section, various journal and articles are critically reviewed so that to gain
necessary and related insights about the management practices in an organization. As a big
multinational, company operations are divided in to certain chain and lines, which need to be
addressed by the managers with a constant focus so as to get a competitive edge in the
industry.
According to Rahimli (2012), to achieve sustainable competitive advantage, a
manager in an organization need to realize how to create, distribute and utilize in an effective
manner and how all it is attached to the organizational process. In addition, the manager
should also need to be aware of what kind of knowledge they are seeking to enhance the
Introduction
This competitive business environment in present scenario raises the managerial role
in an organization as due to various dynamic aspects affecting the business from different
perspectives. Manager implications are now changed from the traditional way of operations
to be work as a leader, communicator, recruiter, entrepreneur and many other
transformational changes (Maria, 2010).
In this report, the company Samsung is taken for the research so as to find out all the
significant roles and responsibilities of managers including the challenges they are facing.
Samsung is a multinational company serving worldwide. It is diversified into many fields
such as Apparel, chemicals, automotive, electronic components and many more (Khanna &
Yafeh, 2007). The research is done here to find out many differentiated roles of the managers
and thus for the support of the findings, many journals and articles were also critically
reviewed. This information can be very helpful for the public as well as the stakeholders for
taking various necessary actions and decision.
This dynamic business environment makes the manager's role diversified and also
make them aware that they need to integrate all the managerial operation in an effective way
in aligning with the organization goals so that to get most out of the organizations. This will
also help them in developing their skills and abilities for future perspectives.
Literature Review
In this section, various journal and articles are critically reviewed so that to gain
necessary and related insights about the management practices in an organization. As a big
multinational, company operations are divided in to certain chain and lines, which need to be
addressed by the managers with a constant focus so as to get a competitive edge in the
industry.
According to Rahimli (2012), to achieve sustainable competitive advantage, a
manager in an organization need to realize how to create, distribute and utilize in an effective
manner and how all it is attached to the organizational process. In addition, the manager
should also need to be aware of what kind of knowledge they are seeking to enhance the
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MANAGING PEOPLE 4
organization activity and getting a competitive advantage. The author also criticized various
aspects in the literature such as knowledge management, knowledge strategies, organization
competencies, managerial roles and various other issues. Samsung can also analyse their
management competencies and roles and relate it with the knowledge management so as to
gain more information about the managerial issues.
A manager is a key person in an organization and there are some particular typologies
of managerial roles, which need to be considered as different criteria (Kozina, 2014). Such
concept aims at providing the analysis and conducting of business negotiations with effective
support. The managers in an organization are just like a compass, which helps in finding out
right direction. Most of the organization runs wells from a long period of time as the
managers know the importance what it means top run an organization. They have to maintain
a discipline in their attitude towards the organization and cop up with challenges by taking
out proactive role.
According to Rao (2013), in today’s competitive scenario, organization will have to
reorient themselves to meet out new challenges. In the operations of managers, O.B plays as a
vital discipline in the functioning of the business firm. In addition, the role of the manager
has been diversified as per the changing world environment, environment challenges and
emerging challenge of organizational behaviour. Apart from the selling and marketing
concept, the manager role is also moving towards managing interpersonal relations in an
organization. This makes them work towards the achievement of organizational objectives
including their specific goals.
As per Iona (2015), the management practices are linked with the productivity and
performance of the company. It is also an integration force of activities carried out in an
organization. In these activities, manager plays a decisive role in all the management process
by setting up of goals, plans, and organizing the various other activities so that to motivate
the individuals as well as monitors the important activities. In his paper, there is a multi-
disciplinary review of the various evidence and relationships related to the managers’
implications. The focus of the author is also on the operation management and Human
resource management as it is directly related to the roles of a manager in the organization. In
particular, for a multi-level approach from the lowest possible level of aggregation up to the
firm-level of analysis in order to measure the influence of management practices upon the
productivity of the firms.
organization activity and getting a competitive advantage. The author also criticized various
aspects in the literature such as knowledge management, knowledge strategies, organization
competencies, managerial roles and various other issues. Samsung can also analyse their
management competencies and roles and relate it with the knowledge management so as to
gain more information about the managerial issues.
A manager is a key person in an organization and there are some particular typologies
of managerial roles, which need to be considered as different criteria (Kozina, 2014). Such
concept aims at providing the analysis and conducting of business negotiations with effective
support. The managers in an organization are just like a compass, which helps in finding out
right direction. Most of the organization runs wells from a long period of time as the
managers know the importance what it means top run an organization. They have to maintain
a discipline in their attitude towards the organization and cop up with challenges by taking
out proactive role.
According to Rao (2013), in today’s competitive scenario, organization will have to
reorient themselves to meet out new challenges. In the operations of managers, O.B plays as a
vital discipline in the functioning of the business firm. In addition, the role of the manager
has been diversified as per the changing world environment, environment challenges and
emerging challenge of organizational behaviour. Apart from the selling and marketing
concept, the manager role is also moving towards managing interpersonal relations in an
organization. This makes them work towards the achievement of organizational objectives
including their specific goals.
As per Iona (2015), the management practices are linked with the productivity and
performance of the company. It is also an integration force of activities carried out in an
organization. In these activities, manager plays a decisive role in all the management process
by setting up of goals, plans, and organizing the various other activities so that to motivate
the individuals as well as monitors the important activities. In his paper, there is a multi-
disciplinary review of the various evidence and relationships related to the managers’
implications. The focus of the author is also on the operation management and Human
resource management as it is directly related to the roles of a manager in the organization. In
particular, for a multi-level approach from the lowest possible level of aggregation up to the
firm-level of analysis in order to measure the influence of management practices upon the
productivity of the firms.
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MANAGING PEOPLE 5
Therefore, it can be said that various management practices are crucial for the
organization related to its mission and objective. As managers, one individual needs to take
actions proactively so that the business firm can gain competitive edge in the market. In
addition, the managers’ role and responsibilities are further increasing and diversifying with
the rise in competition and this bring several challenges also.
About the company
Samsung has been making efforts from a long period of time in serving the world
with export trade, technology development and social contribution for the 64 years. The
company was founded in 1938 and from that time, Samsung is continuously re-organizing its
business by focusing on various industries such as banking, information technology,
electronics and service industries.
The company vision is to lead the digital convergence movement. This can be done
by developing innovative technologies so that to enrich the people lives. They also want to
become a global leader in the 21st century. Samsung grew into a global corporation by facing
challenges directly. However, the company has invested huge capital in their R&D
department due to which there are constantly make innovation in the field of technology.
In the second quarter of 2018, Samsung Electronics recorded a revenue of around
68.48 trillion South Korean won, which is approximately equal to 52 billion U.S. dollars. In
addition, their offices are in sex of the seven continents across many countries and it also has
many subsidiaries around the world (Khanna & Yafeh, 2007).
Operations
In any type of organization whether business, government or other organization,
manager plays a pivot role by taking of wide range of business responsibilities depending
upon the nature and size of the company. Samsung is a multinational company diversified
into various areas and for each area, the role of the manager is also segregated.
Therefore, it can be said that various management practices are crucial for the
organization related to its mission and objective. As managers, one individual needs to take
actions proactively so that the business firm can gain competitive edge in the market. In
addition, the managers’ role and responsibilities are further increasing and diversifying with
the rise in competition and this bring several challenges also.
About the company
Samsung has been making efforts from a long period of time in serving the world
with export trade, technology development and social contribution for the 64 years. The
company was founded in 1938 and from that time, Samsung is continuously re-organizing its
business by focusing on various industries such as banking, information technology,
electronics and service industries.
The company vision is to lead the digital convergence movement. This can be done
by developing innovative technologies so that to enrich the people lives. They also want to
become a global leader in the 21st century. Samsung grew into a global corporation by facing
challenges directly. However, the company has invested huge capital in their R&D
department due to which there are constantly make innovation in the field of technology.
In the second quarter of 2018, Samsung Electronics recorded a revenue of around
68.48 trillion South Korean won, which is approximately equal to 52 billion U.S. dollars. In
addition, their offices are in sex of the seven continents across many countries and it also has
many subsidiaries around the world (Khanna & Yafeh, 2007).
Operations
In any type of organization whether business, government or other organization,
manager plays a pivot role by taking of wide range of business responsibilities depending
upon the nature and size of the company. Samsung is a multinational company diversified
into various areas and for each area, the role of the manager is also segregated.

MANAGING PEOPLE 6
Samsung Company is typically enshrined in a formal delegation of authority (Mo,
Seok, Jin , Soo & Chae, 2007). However, with the changing environment and the increasing
competition, in some areas, the responsibilities are decentralised as a director, decision
maker, leader, and executor. The manager at the company presides over the day-to-day
operations in the company.
The primary responsibility of the manager in the company includes improving the
operational systems, processes and policies in support of the organization mission that is
inspiring the world with their innovative technologies, product, and design that will enrich
the lives of the people and contribute to the social prosperity by forming a new future. In
Samsung, every department is interlinked with the other department, every policy is based on
their vision and it the task of the manager to choose an effective process that helps the
company in achieving its vision. This means the managers create series of steps, which is also
called as mission, and it also further divided into objectives allocated to each employee, staff
and worker (Lunenburg, 2011). The manager also needs to coordinate this process in an
effective manner. The manager at Samsung also has to support for the better management
reporting, information flow and management, business process and organizational planning.
The manager duty is not to end at directing oneself or groups but he needs to create an
efficient platform on which everyone connected to another with some nodes leading to
information flow in the right direction. This also includes getting suggestion from employees
related to any project planning and forwarding it to the senior executives for the purpose of
any action.
For ensuring continuous growth of the company, the manager also significant role in
long-term planning which includes initiatives geared towards operational excellence. For
completing this long term planning, the manager continuously scans the business
environment and tries to differentiate various threats and opportunities to gain sustainable
competitive advantage. For example, the managers found that implementing AI systems in
their systems will save much labour cost and time and it can be used at other places (Wu &
Pagell, 2011). These suggestions were also given to the senior executives and thus few years
back Samsung started venture for the AI investment in the start-ups. This also makes the
company to be updated with the latest technology in the industry and also called converting
the threats into opportunities (Dane & Pratt, 2007).
Samsung Company is typically enshrined in a formal delegation of authority (Mo,
Seok, Jin , Soo & Chae, 2007). However, with the changing environment and the increasing
competition, in some areas, the responsibilities are decentralised as a director, decision
maker, leader, and executor. The manager at the company presides over the day-to-day
operations in the company.
The primary responsibility of the manager in the company includes improving the
operational systems, processes and policies in support of the organization mission that is
inspiring the world with their innovative technologies, product, and design that will enrich
the lives of the people and contribute to the social prosperity by forming a new future. In
Samsung, every department is interlinked with the other department, every policy is based on
their vision and it the task of the manager to choose an effective process that helps the
company in achieving its vision. This means the managers create series of steps, which is also
called as mission, and it also further divided into objectives allocated to each employee, staff
and worker (Lunenburg, 2011). The manager also needs to coordinate this process in an
effective manner. The manager at Samsung also has to support for the better management
reporting, information flow and management, business process and organizational planning.
The manager duty is not to end at directing oneself or groups but he needs to create an
efficient platform on which everyone connected to another with some nodes leading to
information flow in the right direction. This also includes getting suggestion from employees
related to any project planning and forwarding it to the senior executives for the purpose of
any action.
For ensuring continuous growth of the company, the manager also significant role in
long-term planning which includes initiatives geared towards operational excellence. For
completing this long term planning, the manager continuously scans the business
environment and tries to differentiate various threats and opportunities to gain sustainable
competitive advantage. For example, the managers found that implementing AI systems in
their systems will save much labour cost and time and it can be used at other places (Wu &
Pagell, 2011). These suggestions were also given to the senior executives and thus few years
back Samsung started venture for the AI investment in the start-ups. This also makes the
company to be updated with the latest technology in the industry and also called converting
the threats into opportunities (Dane & Pratt, 2007).
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MANAGING PEOPLE 7
Other roles of the manager in Samsung include developments of individual program
budgets. For this purpose, managers allocate different size of budgets to different department
such as one budget is allocated to the HR team for the purpose of training and development,
one budget is allocated to the marketing team for doing sales promotion, and moreover this
need to be sanction from the upper management of the company. Before allocating the
budget, the manager also verifies and confirms it from the finance department so that later on
no issue can be pertained relating to this. This individual programme budgets also made
while focusing on the previously made budgets as this can help the management in relation to
research.
The manager increases the effectiveness and efficiency of the support services in an
organization such as HR, IT and Finance. This can made by him with the help of effective
communication, coordination and support between various business functions. Moreover, this
formulation of bridge needs continuous monitoring from various other departments as it deals
with many aspects of their business function (Tjosvold, 2008). Therefore, there is a matrix
hierarchy followed between departments. In this structure, a manager confirms that there will
be multiple reporting lines so that to make balanced decision-making with lot of flexibility
(Danilovic & Browning, 2007). For example, employees can communication to his project
team leader or directly to the manager for resolving any query. This makes the employee to
fulfilling it conflicting responsibility.
In last, the manager drives various initiatives in the management team so that to bring
long-term operational excellence. These initiatives include increasing target from the
previous one, changing role of every employee so that he/she achieve organizational goal
before their personal specific goals. Bridging and rotating different culture employees
together to create new set of ideas on the table (Ernst & Yip, 2008).
This explains that the managerial role is now diversifying continuously and in big
multinationals and internationals organization, there is a huge transformation in the
managerial implications.
In addition, there are some challenges also faced by these managers in the global
environment (Hershatter & Epstein, 2010). These challenges come in the form of
globalization, sustainability, ethical conduct, ineffective communication and system design.
The first challenges faced by them come in the form of globalization states as interaction and
integration of the people, companies, government of different countries (Langley, Smallman,
Other roles of the manager in Samsung include developments of individual program
budgets. For this purpose, managers allocate different size of budgets to different department
such as one budget is allocated to the HR team for the purpose of training and development,
one budget is allocated to the marketing team for doing sales promotion, and moreover this
need to be sanction from the upper management of the company. Before allocating the
budget, the manager also verifies and confirms it from the finance department so that later on
no issue can be pertained relating to this. This individual programme budgets also made
while focusing on the previously made budgets as this can help the management in relation to
research.
The manager increases the effectiveness and efficiency of the support services in an
organization such as HR, IT and Finance. This can made by him with the help of effective
communication, coordination and support between various business functions. Moreover, this
formulation of bridge needs continuous monitoring from various other departments as it deals
with many aspects of their business function (Tjosvold, 2008). Therefore, there is a matrix
hierarchy followed between departments. In this structure, a manager confirms that there will
be multiple reporting lines so that to make balanced decision-making with lot of flexibility
(Danilovic & Browning, 2007). For example, employees can communication to his project
team leader or directly to the manager for resolving any query. This makes the employee to
fulfilling it conflicting responsibility.
In last, the manager drives various initiatives in the management team so that to bring
long-term operational excellence. These initiatives include increasing target from the
previous one, changing role of every employee so that he/she achieve organizational goal
before their personal specific goals. Bridging and rotating different culture employees
together to create new set of ideas on the table (Ernst & Yip, 2008).
This explains that the managerial role is now diversifying continuously and in big
multinationals and internationals organization, there is a huge transformation in the
managerial implications.
In addition, there are some challenges also faced by these managers in the global
environment (Hershatter & Epstein, 2010). These challenges come in the form of
globalization, sustainability, ethical conduct, ineffective communication and system design.
The first challenges faced by them come in the form of globalization states as interaction and
integration of the people, companies, government of different countries (Langley, Smallman,

MANAGING PEOPLE 8
Tsoukas & Van, 2013). The managers in Samsung face competition from the other countries
as well as across the street. This has a direct impact over the manager planning, organizing,
leading and controlling so as to make the company more competitive in the market. For
example, during the course of festivals, the manager at Samsung needs to divide the work for
effective advertising, which includes message, slogan and jingles. However, this needs to be
done by the advertising team but the whole responsible is on the manager as he continuously
needs to focus on providing necessary resource to the team on a timely basis (Malmi &
Brown, 2008).
The next problem is related to the sustainability which states that a business needs to
maintain its existing practice without putting the future resource at risks. This concept also
based on the three pillars. The managers face various challenges while implementing these
best practices in their business. Sometimes they got confused while allocating resources
between two teams and need to prioritize for an outcome (Schuler, Jackson & Tarique, 2011).
The next big challenge they face while maintaining the ethical conduct at a workplace.
Business ethics is related with ensuring that the production function and activities are not
damaging to either the consumer or society. Unethical behaviour has significantly contributed
to the demise of Successful Corporation like Tyco, Enron and many other firms. The culture
at Samsung is not backed by sound ethical conduct, which creates a problem for the manager
to maintain sustainable ethical conduct at a workplace. This also affects all other business
functions such as marketing and sales, resource management, accounting, and production that
are under the eye of the manager (Payne, Moore, Griffis & Autry, 2011).
One of the major problems faces by the managers in Samsung is effective
communication. The managers are not effectively permissible to contact with all internal and
external stakeholders. This decreased their morale and also impact their business functioning.
This also put a stop to the flexibility given to them in the course of management. The
managers face this issue from a long period of time and as per their views, for taking
effective decisions, the contact of them with various stakeholders is important as this will
gives them various insights in different perspectives. The last challenge that the managers are
facing is the system design, which is related to the key issues in Operations. In an
organization, the system must be capable of producing quality goods and services in an
acceptable period. Managers face various challenges at the time of designing, planning and
managing the whole system. In Samsung, managers work in multi-disciplinary environment,
which creates the needs of more effort to other areas outside the boundaries.
Tsoukas & Van, 2013). The managers in Samsung face competition from the other countries
as well as across the street. This has a direct impact over the manager planning, organizing,
leading and controlling so as to make the company more competitive in the market. For
example, during the course of festivals, the manager at Samsung needs to divide the work for
effective advertising, which includes message, slogan and jingles. However, this needs to be
done by the advertising team but the whole responsible is on the manager as he continuously
needs to focus on providing necessary resource to the team on a timely basis (Malmi &
Brown, 2008).
The next problem is related to the sustainability which states that a business needs to
maintain its existing practice without putting the future resource at risks. This concept also
based on the three pillars. The managers face various challenges while implementing these
best practices in their business. Sometimes they got confused while allocating resources
between two teams and need to prioritize for an outcome (Schuler, Jackson & Tarique, 2011).
The next big challenge they face while maintaining the ethical conduct at a workplace.
Business ethics is related with ensuring that the production function and activities are not
damaging to either the consumer or society. Unethical behaviour has significantly contributed
to the demise of Successful Corporation like Tyco, Enron and many other firms. The culture
at Samsung is not backed by sound ethical conduct, which creates a problem for the manager
to maintain sustainable ethical conduct at a workplace. This also affects all other business
functions such as marketing and sales, resource management, accounting, and production that
are under the eye of the manager (Payne, Moore, Griffis & Autry, 2011).
One of the major problems faces by the managers in Samsung is effective
communication. The managers are not effectively permissible to contact with all internal and
external stakeholders. This decreased their morale and also impact their business functioning.
This also put a stop to the flexibility given to them in the course of management. The
managers face this issue from a long period of time and as per their views, for taking
effective decisions, the contact of them with various stakeholders is important as this will
gives them various insights in different perspectives. The last challenge that the managers are
facing is the system design, which is related to the key issues in Operations. In an
organization, the system must be capable of producing quality goods and services in an
acceptable period. Managers face various challenges at the time of designing, planning and
managing the whole system. In Samsung, managers work in multi-disciplinary environment,
which creates the needs of more effort to other areas outside the boundaries.

MANAGING PEOPLE 9
Conclusion and Recommendations
Managerial role is more complex in a multinational company as it is backed by
several business process and functions. These managers are bound in the organization
framework and the government policies. Samsung is a multinational company and serving in
many countries. These countries have different cultures and religions and mangers need to
deal with it in any situations.
With these operations and managerial implications, there are some challenges also
which need to be considered by the manager in a timely manner. These challenges have a
direct impact on short and long term planning framed by the managers. The above mentioned
challenges can be effectively eliminated if the manager focuses on extensive research of each
aspect. For dealing with globalization issues, the manager can tap into creative and
innovative techniques to remain competitive in the market. This is also called as key factor to
success. Considering all the three pillars of sustainability, the manager at Samsung can find
the outcome of each of three pillars. To maintain adequate ethical conduct, the managers can
analyse and implement the best human resource management practices in Samsung. This will
automatically solve the problem of system design as it is connected with all these issues.
Conclusion and Recommendations
Managerial role is more complex in a multinational company as it is backed by
several business process and functions. These managers are bound in the organization
framework and the government policies. Samsung is a multinational company and serving in
many countries. These countries have different cultures and religions and mangers need to
deal with it in any situations.
With these operations and managerial implications, there are some challenges also
which need to be considered by the manager in a timely manner. These challenges have a
direct impact on short and long term planning framed by the managers. The above mentioned
challenges can be effectively eliminated if the manager focuses on extensive research of each
aspect. For dealing with globalization issues, the manager can tap into creative and
innovative techniques to remain competitive in the market. This is also called as key factor to
success. Considering all the three pillars of sustainability, the manager at Samsung can find
the outcome of each of three pillars. To maintain adequate ethical conduct, the managers can
analyse and implement the best human resource management practices in Samsung. This will
automatically solve the problem of system design as it is connected with all these issues.
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MANAGING PEOPLE 10
References
Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business
strategy and economic performance. Organization science, 20(2), 410-421.
Dane, E., & Pratt, M. G. (2007). Exploring intuition and its role in managerial decision
making. Academy of management review, 32(1), 33-54.
Danilovic, M., & Browning, T. R. (2007). Managing complex product development projects
with design structure matrices and domain mapping matrices. International journal of
project management, 25(3), 300-314.
Ernst, C., & Yip, J. (2008). Bridging boundaries: Meeting the challenge of workplace
diversity. Leadership in Action: A Publication of the Center for Creative Leadership
and Jossey‐Bass, 28(1), 3-6.
Hershatter, A., & Epstein, M. (2010). Millennials and the world of work: An organization and
management perspective. Journal of Business and Psychology, 25(2), 211-223.
Khanna, T., & Yafeh, Y. (2007). Business groups in emerging markets: Paragons or
parasites?. Journal of Economic literature, 45(2), 331-372.
Langley, A. N. N., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies
of change in organization and management: Unveiling temporality, activity, and
flow. Academy of management journal, 56(1), 1-13.
Lunenburg, F. C. (2011). Decision making in organizations. International journal of
management, business, and administration, 15(1), 1-9.
Malmi, T., & Brown, D. A. (2008). Management control systems as a package—
Opportunities, challenges and research directions. Management accounting
research, 19(4), 287-300.
Maria, H. A. (2010). INNOVATION–THE CORNERSTONE OF ECONOMIC SUCCES AT
EUROPEAN LEVEL. Annals Of The University Of Oradea, Economic Science
Series, 19(2), 57-62.
Mo Yang, H., Seok Choi, B., Jin Park, H., Soo Suh, M., & Chae, B. (2007). Supply chain
management six sigma: a management innovation methodology at the Samsung
Group. Supply Chain Management: An International Journal, 12(2), 88-95.
References
Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business
strategy and economic performance. Organization science, 20(2), 410-421.
Dane, E., & Pratt, M. G. (2007). Exploring intuition and its role in managerial decision
making. Academy of management review, 32(1), 33-54.
Danilovic, M., & Browning, T. R. (2007). Managing complex product development projects
with design structure matrices and domain mapping matrices. International journal of
project management, 25(3), 300-314.
Ernst, C., & Yip, J. (2008). Bridging boundaries: Meeting the challenge of workplace
diversity. Leadership in Action: A Publication of the Center for Creative Leadership
and Jossey‐Bass, 28(1), 3-6.
Hershatter, A., & Epstein, M. (2010). Millennials and the world of work: An organization and
management perspective. Journal of Business and Psychology, 25(2), 211-223.
Khanna, T., & Yafeh, Y. (2007). Business groups in emerging markets: Paragons or
parasites?. Journal of Economic literature, 45(2), 331-372.
Langley, A. N. N., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies
of change in organization and management: Unveiling temporality, activity, and
flow. Academy of management journal, 56(1), 1-13.
Lunenburg, F. C. (2011). Decision making in organizations. International journal of
management, business, and administration, 15(1), 1-9.
Malmi, T., & Brown, D. A. (2008). Management control systems as a package—
Opportunities, challenges and research directions. Management accounting
research, 19(4), 287-300.
Maria, H. A. (2010). INNOVATION–THE CORNERSTONE OF ECONOMIC SUCCES AT
EUROPEAN LEVEL. Annals Of The University Of Oradea, Economic Science
Series, 19(2), 57-62.
Mo Yang, H., Seok Choi, B., Jin Park, H., Soo Suh, M., & Chae, B. (2007). Supply chain
management six sigma: a management innovation methodology at the Samsung
Group. Supply Chain Management: An International Journal, 12(2), 88-95.
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MANAGING PEOPLE 11
Payne, G. T., Moore, C. B., Griffis, S. E., & Autry, C. W. (2011). Multilevel challenges and
opportunities in social capital research. Journal of Management, 37(2), 491-520.
Scherer, A. G., & Palazzo, G. (2011). The new political role of business in a globalized
world: A review of a new perspective on CSR and its implications for the firm,
governance, and democracy. Journal of management studies, 48(4), 899-931.
Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global
talent challenges: Strategic opportunities for IHRM. Journal of World
Business, 46(4), 506-516.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range
planning, 43(2-3), 172-194.
Tjosvold, D. (2008). The conflict‐positive organization: It depends upon us. Journal of
Organizational Behavior: The International Journal of Industrial, Occupational and
Organizational Psychology and Behavior, 29(1), 19-28.
Wu, Z., & Pagell, M. (2011). Balancing priorities: Decision-making in sustainable supply
chain management. Journal of operations management, 29(6), 577-590.
Zott, C., & Amit, R. (2010). Business model design: an activity system perspective. Long
range planning, 43(2-3), 216-226.
Payne, G. T., Moore, C. B., Griffis, S. E., & Autry, C. W. (2011). Multilevel challenges and
opportunities in social capital research. Journal of Management, 37(2), 491-520.
Scherer, A. G., & Palazzo, G. (2011). The new political role of business in a globalized
world: A review of a new perspective on CSR and its implications for the firm,
governance, and democracy. Journal of management studies, 48(4), 899-931.
Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global
talent challenges: Strategic opportunities for IHRM. Journal of World
Business, 46(4), 506-516.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range
planning, 43(2-3), 172-194.
Tjosvold, D. (2008). The conflict‐positive organization: It depends upon us. Journal of
Organizational Behavior: The International Journal of Industrial, Occupational and
Organizational Psychology and Behavior, 29(1), 19-28.
Wu, Z., & Pagell, M. (2011). Balancing priorities: Decision-making in sustainable supply
chain management. Journal of operations management, 29(6), 577-590.
Zott, C., & Amit, R. (2010). Business model design: an activity system perspective. Long
range planning, 43(2-3), 216-226.
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