분야
docII. 7-S Analysis of MBC Corporation
III. Problems and Recommendations
IV. Conclusion
Appendix
< Figure 1>
a) According to the Goal-Setting Theory, when goal commitment is accompanied by goal acceptance, leaders can expect goal-directed efforts from the staff. Employees of MBC accept the visions, but do not really pursue them. Therefore, leaders must encourage goal commitment through some ways. They can first help employees set goals which are aligned with the corporate visions, then have them participate in the goal-setting process together with the managers. They can also use rewards to motivate staff. When employees pour in efforts to realize the company’s visions, they can be given monetary or non-monetary rewards, such as paid vacations.
b) Maslow’s Hierarchy of Needs demonstrates that if employees’ safety needs are not satisfied, they cannot move onto the steps highly related to achievement. With the new media law passed in the National Assembly, the employees begin to worry about the possibility of being fired. Therefore, leaders must deal with the anxiety of its members. Producers do agree with the vision and have the desire to make programs which actualize the visions, just like producer Young-hee Kim did when he produced programs ‘Conscious Refrigerators’ and ‘!’. These internal desires to realize the corporate vision have the potential to be translated into action if the safety needs of the producers are satisfied. Without the satisfaction of safety needs, leaders cannot motivate employees to pursue the right visions.
The current employee-evaluation system that only measures the level of outcomes, ratings in this case, should be altered to encourage fresh and diverse ideas that will, in the long-run, contribute to the improvement in the quality of programs. The company can also provide rewards based on the evaluation of groups or teams, which can be a way of stepping away from fierce competition between the individuals and possibly be a means to generating more great ideas. The company can have the leaders of each group/team introduce nominal group technique (NGT) or brainstorming to facilitate decision-making.
Problem #3
The third major problem at MBC occurs due to the mismatch between ‘staffing’ and some of the other “S” factors of the ‘7-S’ model.
Although formal training is offered at MBC, employees receive formal training education only right after recruitment. At the official job training sessions, employees do not learn about the specific skills and abilities needed for the tasks. This type of training occurs at the informal level; employees learn from the seniors and other colleagues. Such informality can be problematic in that there will be individual differences depending on the person the newcomers learn from and situational contexts they are in. Also, due to the lack of official training sessions, the employees do not really have an opportunity to completely grasp and comprehend the corporate vision, objectives, and strategies that the firm has set out. This leads some staff members to pursue the values inconsistent with the corporate goals.
There are too many senior- or associate-level producers at MBC. Among the 1,770 staff
2) http://recruit.imbc.com
