[조직행동] KT 7-S 분석(영문)

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[조직행동] KT 7-S 분석(영문)에 대한 자료입니다.
목차
A. Overview of project
1. Purpose of Project
2. Method for Conducting Case Analysis

B. Discussion of McKinsey 7-S Analysis of the Organization
1. Strategy
2. Structure
3. Systems
4. Staffing
5. Skills
6. Style
7. Shared Values

C. Discussion of Key Problems
1. Broad view of the problems
2. Statement 1: Style and Strategy not matched with Shared Values
3. Statement 2: Sustainable competitive power is needed
4. Statement 3: Staffing not matched with style

D. Recommendations for management
1. Statement 1: Style and Strategy not matched with Shared Values
2. Statement 2: Sustainable competitive power is needed
3. Statement 3: Staffing not matched with style
4. Strength of KT (what advantages they have – Synergies)

E. Appendices
1. Brainstorming
2. Analysis Summary 7-S Table
3. Key Finding
4. Recommendations-Table for the problem statements
5. Reference
본문내용
2. Structure
KT had been a public enterprise with inflexible and inefficient structure. This background and recent merges with KTF brought worries of many side effects. Due to these aspects, KT is strongly trying to reorganize its structure.
First change is to cut the size of the structure and redesign groups. And KT developed more customer-oriented structure design. The new division is intended to provide services which fit different customers' various needs and to prepare market changes more quickly. They changed previous marketing divisions into customer-oriented divisions like Individual, Family, and Enterprise Customer Divisions. Another significant change is newly-established management sectors like 'Corporate Center'. It is to manage KT's general business and take overall charge in strategies of the group.

3. System
In terms of Inner-organization control system, they developed many new ways. For example, they introduced “WITH system” to standardize their supervision system and “idea Wiki system” to which anyone can upload the information. This can strengthen the information delivery system. They also started customer-centered system like “VOC alarming system". Besides, they adopted “pay-band system” as a compensation system. It divides personnel only as their wage levels separated from the position.
On the other hand, in external-organization managing system, there’re still some problems. One is that a power structure between headquarter and its related small business is very unfair. To solve this, KT newly introduced so called “Open Ecosystem”. Its aim is promoting small business’ competitiveness and growing together by win-win approach. Another is that KT’s ability to manage its selling agencies is poor. Due to difficulties in managing and supervising, headquarter don’t take the responsibility and try to shift responsibilities on each agencies.

4. Staffing
KT is in service industry, so personnel management is very important. They use special recruiting system. They operate own “HR Database system” which manages human resources with working experience, MBA students, and specialists. This can help maintain its group member’s specialty. Moreover, with these human resources, KT runs many education systems for their changes and innovation. From new member’s adapting educations like job rotation to leadership education for managers, KT continuously motivates its members to develop their capabilities.
On the other hand, KT was once a public cooperation, so there were some problems caused by rigidity in the organization. To overcome the present difficulties, they tried to streamline their staffing structure. As part of this effort, they are trying to abolish the hierarchical structure and the seniority system. When it comes to promotion, they introduced HR marketplace way so called “Talent Market”. It means that they can exchange HR by the law of supply and demand using the infranet. It’s a kind of market oriented system.

5. Skills
The greatest competitive strength of KT is their huge market share. The market share of KT in cable market is about 90.3% in 2009. Comparing with the biggest competitor; LG for about 5.7%, KT has 18times more market share. This huge market share enables KT to have lots of revenue.
Using the market leader’s position, they could suggest new service much easily. As they have enormous customers, they could save money to attract new customer. Moreover, KT could take consumer satisfaction. The large market share enables the company to provide product or service when the customers need it in much easier and quicker way. They are pretty much everywhere around customers.
참고문헌
- “Organizational Alignment: The 7-S Model”:
Harvard Business School, Publishing, Boston MA, 9-497-045, Nov. 19, 1996
-“Organizational Behavior: key concepts, skills & best practice”:
Kinicki; Kreitner: 4th edition, McGraw-Hill International Edition, 2009
-“성공기업의 기업문화 만들기: KT, 변화와 혁신을 추구하다!”:
신재준, 새로운 제안 출판, 2005