Analysis of Samsung's Organisational Structure and HR Strategies

Desklib provides past papers and solved assignments. This report analyzes Samsung's HR and organizational structure.

Value and contribution to organisational success

TABLE OF CONTENTS
Task..................................................................................................................................................1
Introduction to the organisation...................................................................................................1
Introduction to the organisational structure and the structure of the chosen organisation..........1
Exploration of the concept of organisational design and how this relates to the structure of the
chosen organisation (P1)..............................................................................................................2
The investigation into two approaches to show how the organisation could ensure the HR
function contributes to the design of the organisation. (P2)........................................................4
Analysis of emerging HR developments and how the chosen approaches would adopt HR
practices that were responsive to the changing external and internal environment of the
workplace (P3).............................................................................................................................7
Conclusions and recommendations to be made...........................................................................8
References........................................................................................................................................9

LIST OF FIGURES
Figure 1: Organisational structure...................................................................................................2
Figure 2: Functional structure of Samsung......................................................................................4
Figure 3: Maslow theory of motivation...........................................................................................5
Figure 4: Equity theory....................................................................................................................6

Task
Introduction to the organisation
Value of the organisation depends upon the quality of products and services that develop a
positive mindset of the customers to make purchase decisions. Current report will focus on the
case study of Samsung that is one of the leading organisations that focuses on inspiring the world
and shape the future with transforming ideas and technologies to discover new experiences
(Samsung overview, 2019). With bringing regular innovation and transformation, Samsung
focuses on redefining the world TVs, Smartphones, wearable devices, tablets, digital systems,
networks, LED solutions, etc.
Samsung is committed to improving the global community and enhancing people's everyday's
lives. The vision of Samsung is being based on inspiring the world and creating a better future.
The mission is to bring innovations and transformations in the technologies to enrich people lives
and have a sustainable future. It also gives different services to customers regarding advertising,
entertainment, hospitality, information and communication technologies.
Introduction to the organisational structure and the structure of the chosen organisation
Currently, Samsung is using the divisional structure and the business is being divided into
different divisions. From the below image, it can be analysed that divisions are being done on the
basis of IT and mobile communication, consumer electronics, device solutions, etc. Business use
divisions structure because Samsung has a large portfolio of the product and has a different
variety of products and services (John Dudovskiy, 2017). However, on the basis of this, each
division is managed separately and accordingly departments are being focussed to motivate new
product development and increasing the effective sales of the business. Samsung electronics has
more than 200 subsidiaries and it also integrates corporate management office that handles all the
administrative offices. It has strong decision-making policies and a huge group of employees that
help in achieving the effective development of organisational culture.
1

Figure 1: Organisational structure
(Source: John Dudovskiy, 2017)
Exploration of the concept of organisational design and how this relates to the structure of the
chosen organisation (P1)
The organisational structure is being concerned as the set by step flow of functional aspects of
the organisation that covers workflow, procedures, structure and systems, realigns the business
realities and goals to achieve productivity to bring new innovative changes.
Importance
Samsung with good organisational design and structure help in improving communication,
increase productivity and inspiring the innovation. However, it creates the environment when
2

Samsung is able to achieve the productivity of employees. It helps Samsung to just integrate the
people, information and the technology. Organisational design influences the leadership structure
setting forth the relationships and lines of authority (Bratton and Gold, 2017). Samsung has a
clear map of responsibility offered to and accountability for achieving a higher level of
efficiency. If Samsung follows the accurate leadership structure that affects leadership culture.
The organisational design influences the front line employees that allowed solving the complex
problems and involving the manager.
Moreover, with following the organisational designs it will develop a competitive advantage as
the business will have the opportunity to bring necessary changes and overcome the complex
procedures within employees. With this, managerial hierarchies help in redesigning the effective
job description and the productivity of the business.
Sustainable performances through organisational design
For the purpose of decision making, Samsung follows the centralised structure that clarifies that
top management has the authority and power to take important decisions. This enhances the
decision making faster and each of the employees are allocated effective responsibility for
making the process fast. In this way, the organisation is effective for implementing the plan,
ideas and policies for achieving economic advantage and overcome the fear of the competition
(Azeem and Yasmin, 2016). For example, Samsung has good leadership that would sustain the
use of proper hierarchical structure following the standardised process to achieve the dynamic
environments.
Samsung also follows the simple functional structure where the work is being divided into
different departments that are being discussed below. Such functional structure motivates the
organisation to achieve specialisation, coordination and increasing the key managerial efficiency
(Nankervis et.al.2016). For this, Samsung is required to provide proper training to the employees
and follow the organisational structure and design that will help in achieving the sustainable
performance of the business.
3

Figure 2: Functional structure of Samsung
In addition to this, Samsung follows effective rules and regulations that are being governed by
the top level management that is being effectively communicated to the employees for managing
the culture of the business (Ekwoaba et.al.2015). Employees are being constantly observed and
monitored regularly by the top managers will overcoming the fatigue where employees are
working under pressurised situations.
The investigation into two approaches to show how the organisation could ensure the HR
function contributes to the design of the organisation. (P2)
HR functions in contribution to the organisational design
HR of Samsung generally adopts two of the approaches for the management of the workforce.
Good relationships are being generally motivated that affect performance at their job. Samsung
follows the perfectly good environment for the employees that help in maintaining good and
excellent culture. This helps in maintaining the employees to work effectively at the
organisation. On the other hand, rewards in the form of a bonus, incentives, appraisals, fringe
benefits, etc and additional monetary benefits are being provided that helps in attracting and
rewarding of the employees (Rees and Smith, 2017). In order to bring positive development,
training and development are provided that enhances their capabilities and skills to operate in the
workplace and for each of the departmental functions. Samsung promotes positivity in the
culture that helps means offering equal opportunity for an employer of both men and women and
motivates them to work hard and better to achieve goals.
4

Workforce motivation
HR manager plays an effective role in the development of the workforce that would help in
attracting and managing the workforce. For this, motivation is being provided to create a skilled
and dedicated workforce to enhance performance and effectiveness (Kehoe and Wright, 2013.).
For this, there are different approaches and theories that can be applied for contributing to the
design of the organisation. Two of the approaches are illustrated below:
Motivation theories:
Content theories of motivation work as per the environment and impact on the practice and
policies of the organisation. As per the Maslow hierarchy of needs, there are two of the human
needs that include growth and deficiency needs. Such a theory is being applied by Samsung to
meet to consider employee needs and motivate them accordingly. For example, Samsung
motivates its employees by providing both intrinsic and extrinsic motivation. Intrinsic motivation
is being provided by Samsung in form of rewards, incentives and avoiding the punishments
(Heinrichs et.al.2013). Extrinsic motivation is being offered in form of training, developments,
prizes, etc that lead to achieving the job satisfaction of the employees. This motivates Samsung
employees to deliver key productivity.
Figure 3: Maslow theory of motivation
5

Another kind of theory includes the process theory of the motivation that is being concerned as
following the suitable process within the organisation to optimise the efforts and bring
modifications in the efforts. One of the process theories includes equity theory that guides an
organisation to reward their effort on the fair basis and inequities are being quickly adjusted.
Samsung with the application of theory will maintain the equality in the organisation and reduce
the risk that arises from inequities (O’Connor, 2013). Some of the challenges can be faced by
Samsung include changing outputs, changing outcomes, self-perception, etc. This is effective for
a business to achieve the satisfaction of the employees with offering proper rewards of their
effort. Samsung in turn to manage the Korean culture will pay effort towards overcoming the
cultural differences and achieving the positivity within the culture.
Figure 4: Equity theory
Human capital theories:
Application of this theory in the Samsung guide managers to manage the individual behaviour
and productivity of the business. For business, investments in the human capital and proper
management of the productivity increase business income and great return in future. For this,
Samsung provides dedicated training to the workforce for achieving higher productive returns.
Samsung with such theory needs to manage the entire human capital such as skills, roles
allocation and people (Campbell et.al. 2012). Such theory helps in achieving the development of
organisational growth and business will be able to overcome the lower level of motivation. For
6

example, roles must be allocated in such a manner that is matched with the qualification and
skills of the employees.
Analysis of emerging HR developments and how the chosen approaches would adopt HR
practices that were responsive to the changing external and internal environment of the
workplace (P3)
HR developments
There is a different internal and external environment that affect the performances of the
employees. The external environment is concerned with the impact of external factors such as
political, social, technological, economic, etc. The internal environment of the workplace is
being concerned as a change in the behaviour of employees, poor attention of the management,
fluctuations in the corporate culture, etc (Bailey et.al. 2018). Responding to such an
organisation, the manager needs to take effective decisions regarding managing both the
environments and achieve productivity. Some of the HR developments are being explained as:
Shift from employee engagement to experience: There are a few techniques used for keeping
employee engagement but with growing trends and boost in the industry. HR manager provides
training and development and also support them to deal with different situations that built their
experience. This helps employees to develop stronger past experience and help to gain better
opportunity in future.
Team management: Currently developments has lead HR manager to boost the productivity of
a team by offering them team tasks and increase the potential of achieving objectives (Storey,
2014). HR manager in Samsung organises regular meetings and discussions and offer them
targets on a team basis for achieving the development in the team.
Digitalise human resource: It is the prime importance in driving transformation across the
enterprise. Human resource activities are nowadays managed by technology such as the use of
Hardware and software and meet with the trends and needs of the workforce (Aswathappa,
2013). With this, it will enable Samsung to utilise the methods to keep records and maintain the
security of the data. Nowadays, recruitment of the workforce is being planned with the digital
methods such as an advertisement is being placed through social media, job portals, websites,
7

etc. Currently, it is effective for the business to take online interviews that have replaced the
physical work.
However, such trends and developments will help business to streamline the competitive
advantage and effective optimisation of the staff.
Above approaches responsive to environmental changes
With offering training and development, business will be able to be responsive towards the
internal environment as it already prepares employees to be competitive and achieve the
objectives of the business. Application of motivational theories would be effective for managers
to analyse the challenges that can hinder the performances and also solutions can be
implemented easily to meet the needs of the employees and achieve the equity in Samsung.
Motivation in the form of rewards and bonus will help in achieving employee satisfaction and
boost up their morals for achieving productivity (Bratton and Gold, 2017). It is also necessary
that business will promote the employee relationships to have positivity in the culture and
environment of the Samsung.
Conclusions and recommendations to be made
It can be recommended for Samsung that barriers of the internal environment is needed to be
managed effectively. Barriers in HR can occur in the form of cross-cultural differences, high
turnover, changing regular workforce behaviour, etc. It can also be recommended that HR
manager of Samsung need to utilise the technology for influencing workforce behaviour and
culture. For example, employees must be trained through the kiosk, tablets, online videos,
presentations, etc for achieving both the theoretical and practical knowledge effectively. Also,
employees must be trained on the job with the help of professionals that would lead them to
perform the future task in an effective manner and deliver efficiencies.
It can be also concluded from the above task that HR manager plays an effective role in
developing positivity within the workplace. Also, it can conclude that Samsung productivity is
being based on motivating the employees to achieve the goals. For example, good relationships
between the employer and employees must be stronger to bring development in culture.
Employees must be motivated to enjoy the workplace and their hard work must align with the
benefits and rewards offered to them effectively (Bratton and Gold, 2017).
8

References
Books and Journals
 Aswathappa, K.E.M.A.L., 2013. Human resource management: Text and cases. Tata
McGraw-Hill Education.
 Azeem, M.F. and Yasmin, R., 2016. HR 2.0: linking web 2.0 and HRM
functions. Journal of organizational change management, 29(5), pp.686-712.
 Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource
management. Oxford University Press.
 Bratton, J. and Gold, J., 2017. Human resource management: theory and practice.
Palgrave.
 Campbell, B.A., Coff, R. and Kryscynski, D., 2012. Rethinking sustained competitive
advantage from human capital. Academy of Management Review, 37(3), pp.376-395.
 Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N., 2015. The Impact of Recruitment and
Selection Criteria on Organizational Performance.
 Heinrichs, K., Oser, F. and Lovat, T. eds., 2013. Handbook of moral motivation: theories,
models, applications (Vol. 1). Springer Science & Business Media.
 Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource
practices on employees' attitudes and behaviours. Journal of management, 39(2), pp.366-
391.
 Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The
expanded role of internal communications. International Journal of Business
Communication, 51(2), pp.183-202.
 Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource
management: strategy and practice. Cengage AU.
 Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An
international perspective. Sage.
 Storey, J., 2014. New Perspectives on Human Resource Management (Routledge
Revivals). Routledge.
Online
9