[조직행동론] 나이키 코리아 7S 분석(영문)

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레포트 > 경제경영계열
2011.09.21
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[조직행동론] 나이키 코리아 7S 분석(영문)에 대한 자료입니다.

Executive Summary
Introduction
McKinsey 7-S Case Analysis

Strategy

Structure

System

Staffing
Skills
Style

Shared Value

Problem Analysis

Quality Problem From Outsourcing
Recommendations
Conclusion

본문내용

System
Nike Korea operates under a shared-goal system. The company establishes one big-picture goal. Once the company’s goal is established, the planning department maps out the directions and strategies for reaching this goal. Each department, then, set its goals to be contingent with the company’s big-picture goal.

Nike Korea implements a decentralized system, granting autonomy to its branches. This system allows for successful globalization. By allowing each branch to price and promote its products according to regional trends and tastes, Nike Korea is successful in adapting to the unique factors of markets from different regions.

Nike Korea also has an intricate cooperative network among its branches. The different branches work together and provide each other with residual products and allocate materials to each other whenever there are shortages.

Staffing

Nike Korea requires its applicants to have the ability to lead its business to growth on the basis of calibration, alignment, transparency, and innovation. In accordance to this, its goal for selecting outstanding candidates is divided into three steps. First, the company secures and educates applicants with talent who can contribute to the growth of business. Second, managers guide their staffs’ career developmental plans and furthermore, hire the right people for right position. Third, employees establish their long-term career developmental plans.
Nike Korea has a rewarding welfare system and pension plans for its staff. Nike offers complete insurance coverage to every employee, and also financial and facilitative support. Nike Korea invest heavily into providing employees with positive reinforcements through a variety of monetary and non-monetary incentives. Doing so result in its employees actively seeking individual developmental growth.

Skills
Nike’s Human Resource Planning (HRP) is a program that helps its employees align their personal needs with organizational, strategic needs. HRP policy connects salaries, rewards, promotion, and education systematically by stimulating people to pursue self-development. This results in rational management about human resources and cost reduction in personnel realignment. In other words, by applying HRP, Nike can put ‘right people, right place, right time’ concept into practice.

One of Nike’s most noticeable skills is its outsourcing skill. Nike outsourcing policy involves outsourcing non-strategic tasks such as manufacturing and deliveries to subcontractors. On the other hand, strategic tasks such as new product development are done at Nike Headquarters. This outsourcing policy decrease marginal costs and allows for a more flexible system.
Style
Nike’s management style is different from vertical and authoritative style. The company puts more emphasis on inputs from employee’s work experiences

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