Powerful Executives
In 2002, government privatized
a public enterprise of KT.
Although KT was privatized for change,
KT’s overall culture had vestiges of public enterprise yet.
There were lots of request for executive appointment and also they often employ people through the nepotism.
These problems cut off communication between executives and employees.
Organizational culture
organization in last April. Why is this kind of major company reaching a crisis? we wonder what is the core problem of KT and we think we can look problems from a business administration perspective, especially formation design perspective.
Therefore, we want to check what their problem is and we try to suggest how to solve those problems.
II. Problems
Problem 1) Dogmatic and Powerful Executi
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 t
The 75 people he(Forbus) manages are scattered throughout the manufacturing and receiving areas-> not loyal to him-> Also design, which he theoretically is in charge of, does not see him as the leader.
ESD is sandwiched in the middle between research and production-> has been marginalized and has little organization power->engineers are low motivated.
Salespeople were often observed takin
4. Soft System Methodology 4-1 : Conceptual Model 1 (Reinforcement of Power) for the external problem
- The first model we suggest for this problem is reinforcement of power. Since the structure is lack of system 3, 4, 5 as perspective of viable system model, we make them up in our conceptual model. As seen in the picture above, the highest organization with power will function as system 4 a