[조직행동론](주)금강오길비사례를 통한 광고회사에서의 조직관리(영문)
금강오길비사례를 통한 광고회사에서의 조직관리(영문)-1](http://images.happyhaksul.com/thumb/489/488145-0001.gif)
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금강오길비사례를 통한 광고회사에서의 조직관리(영문)-4](http://images.happyhaksul.com/thumb/489/488145-0004.gif)
분야
docx2.Conflict
3.Work Attitude
4.Conclusion
It is a common belief that advertising companies have free and casual cultures since they deal with tasks that require high degree of creativity. Mr. Baek confirms this prediction. He says, employees need autonomy to adapt themselves to works that are different every day. They should not work like a machine. Also, the company should provide some relaxation for them to release stress which is caused by the rapidly changing, competitive, and client-focused nature of the tasks. When they work with clients, they try their best to adapt to cultures of the client company. However, when they are back, he tries to make them feel free as much as possible. The door to the CEO’s office is always open, employees are allowed to wear informal clothes when they are not contacting clients, and even the commuting time is not strictly fixed. He understands that employees may sometimes need to work until late hours and then fail to show up on time next day. In such cases, he does not worry about it as long as they do their job. There is no norm like they should come before CEO and leave after CEO. He only cares about whether they fulfill the tasks. However, he mentions that circumstances differ from companies to companies. Advertising companies under big conglomerates such as 대우, 롯데, and 현대 are still maintaining stiff cultures that resemble manufacturing companies.
Advertising industry shows very high turnover rate of 30% annually. Mr. Baek explains there are a number of reasons for this. Some of them are common factors that creative personnel and account executives share. Just like in other industries, employees bound to concern about recognition, rank, and most importantly, salary. An employee who works for the company for a long period time can only enjoy below 10% salary increase, while someone who changes job constantly gets something like 15% increase every time he moves. That difference ends up in huge salary gap in years. Mr. Baek believes it is a crucial factor for turnover and also a problem. In addition to general motives, Creative personnel have their own particular reasons for changing jobs. First factor is their free spirit. The characteristics of advertisement making defines them as free, creative, and unbound people. Their personality to begin with is already contributing to tendency to change jobs. Their desire for more creative work also make them seek changing jobs. They want to work on projects that suit their tastes better, so the type of business of clients are essential. There are certain items that enable making more creative advertisement such as cars and cosmetics while products such as diapers do not provide much possibilities. Similarly, companies like Motorola and Olympus make it possible to display more creativity since these companies value creativity for themselves while companies like IBM who concentrate on biz to biz provide less room for novel advertisements. Lastly, they have an instinct to work for bigger companies. The biggest competitors like 제일기획 scout people from smaller companies and these companies also scout from even smaller companies and so on. Account executives have their own different reasons for changing jobs. Usually, turnover rate of middle rank is higher than that of low and high rank. These people are the ones who deal with many trifling and daily tasks. Meanwhile, they start to get more offers, information about the industry, and connections, so they show high frequency of changing jobs. On the other hand, low rank employees still have much to learn at the company and they also do not have enough courage to do so. High rank managers do not see much needs to move since they have adapted to the culture for a long period time and have stable status founded in the company. They rather do not take the risk. Despite the frustrating 30% of turnover rate, Mr. Baek does not seek it as something negative. He just accepts the fact as a natural feature of the industry. Employees
