[조직행동론] 아동권리기관 `세이브더칠드런코리아(save the children korea)` 7S 분석 및 제안(영문)

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[조직행동론] 아동권리기관 `세이브더칠드런코리아(save the children korea)` 7S 분석 및 제안(영문)에 대한 자료입니다.
목차
1 Overview of Project
1.1 Purpose of Project
1.2 Method for Conducting Case Analysis
2 7S Analysis
3 Identified Key Problems
3.1 Staffing not aligned to Strategy
3.2 Lack of Sharing Vision and Mission
3.3 Ambiguity of organizational culture
4 Recommendations
4.1 Recommendation for discrepancy staffing & strategy
4.2 Recommendation for lack of sharing mission and vision
4.3 Recommendation for ambiguous organizational culture
5 Appendices
5.1 Analysis Summary – Table
5.2 Key Finding: problems among 7s
5.3 Recommendations- Table for the problem statements
6. Sources
본문내용
2.7 Shared Values
The degree of knowing mission and vision of the organization among the employees is quite high compared to usual for-profit organizations. It comes from the fact that employees are highly motivated with personal belief or value of helping children when they enter the organization.
However, just ‘knowing’ what to do is not enough for Save the Children Korea. Employees’ understanding of the organizational mission and vision directly influences their motivation. In turn, the motivation affects their performance. Thus, deep understanding and even sympathizing the mission and vision of the organization is necessary. Surprisingly, Save the Children Korea has only few activities to exhibit and educate its mission and vision to its employees.
The employees have high concern over children right in general, which unites and guides them. They distinguish the organization as a “small but special” organization. They express excellent results and neat processes as a word “Save like”, in Korean Save-스럽다, which shows the employees’ perception about the organization.
The organization evaluates any programs based on benefits against cost. Benefits are composed of 3 components: impact (of the program to children), reach (number of children who are benefited from the program), and revenue (the amount of funding). The programs or activities that offer higher sum of these three are executed. However, even programs with extraordinary high benefits will be excluded if it is perceived to violate the children right at least some extent.

3 Identified Key Problems
3.1 Staffing not aligned to Strategy
Save the Children Korea’s vision is becoming #1 relief organization in child right by differentiation its programs and activities. To attain this objective, it needs professional and highly experienced employees in child right. Those employees who are helpful for attaining the organization’s objectives are not likely to be found from outside the organization because of its differentiated activities. Therefore, Save the Children Korea should retain its experts while creating more and more new employees. However, the organization’s staffing is not aligned to the strategy. Currently, the turnover rate is quite high, especially in the marketing department. It is partly because intrinsic motivation is the major reward for employees. There is no promotion or employee improvement programs in the organization. Also, new employees are poorly trained in the organization. New employees can receive only one day orientation and no systematic trainings are offered at the workplace. There are no sufficient infrastructure and system for employee development.
3.2 Lack of Sharing Vision and Mission
Vision and mission of Save the Children Korea is widely shared among the members of the organization comparing to that of ordinary for profit companies. However, current sharing of the organization’s mission and vision among the employees is not enough for relief organizations like Save the Children Korea to be successful. It requires much more sharing, or self-actualizing, of the organization’s vision and mission by employees. At the moment, Save the Children Korea doesn’t do systematic efforts that can increase the employees’ vision and mission sharing.
3.3 Ambiguity of organizational culture
Culture, whether it is shared by the scale of country, school or company, it has tremendous influence on its members. Culture can’t be made and handled by people but it is formed by itself. Save the Children Korea, however, developed in very short time, they solely pursued improvement of children’s right. Therefore, formation of its own culture was fairly difficult.
In spite of this problem, the word “Save like” is used among employees. It is a clue that people in Save the Children Korea have ties with each other. It means d
참고문헌
6. Sources
- “Organizational Alignment: The 7-S Model”: Harvard Business School, Publishing, Boston MA, 9-497-045, November 19, 1996
- “Save the Children: Annual Report 2008”: SangDe Lee: Design hub, Seoul, 2009
- “Organizational Behavior: key concepts, skills & best practices”: Kinicki, Kreitner: fourth edition, McGraw-Hill/Irwin, New York, 2009
- Interview with staffs of Save the Children Korea
- Lecture notes and additional material handed out in classes through Professor Lee