Unit 6 Management in Information Technology Assignment
Samsung Samsung’s philosophy that “talented human resource are the cornerstone of future progress” prompted it to see its human resources as key assets and objectives, in addition to providing opportunities and an acceptable work environment in support of good workplace development.
Over time, Samsung Electronics has also decided to initiate and enhance work-corporate HR culture, which could be considered the start of the revolutionary campaign known as SMART, which would significantly boost the innovation of human resource’s approach as well as working attitude, in addition to spreading a vivacious work culture throughout the organization (Lazarus, 1991).
P1.1 Samsung‘s Staff Recruitment Policy
Samsung is continuously on the lookout for active leadership roles that will help it improve its worldwide standing in the digital century. Samsung Electronics has always been concerned about its human resources because I see its employees as leaders in the company’s widely varied worldwide markets, as well as a source of continued technological innovation in its products through its employee talent pool.
The Human Resources Department’s staff recruiting policy believes that by hiring its personnel, the company may improve its product lines via their learning and innovation (Lazarus, 1991). As a result, when it comes to recruitment and training, Samsun adheres to the following three principles:
Samsung is a firm believer in utilizing IT for successful staff management, which is why it uses it to set up employee contracts and communicate about their responsibilities. It organizes for the many designs of the various methods in which it may be done, for example, the customer’s petition for the establishment’s yields may be reduced. It may also lead to the factory channel partners eliminating various sources of work and monetary wealth for the trade; or ingredients may petition the administration for increased levies, penalties, or rules to prohibit individuals from engaging in activities that do not align with the civic’s potentials.
To increase organizational intrinsic motivation, the following motivational theories are frequently used:
Motivation theory of Content, as well as theory of Process: In addition to its aims, motivation theory of Content must include the elements that aid in the motivation of individuals, as well as the relative individual requirements (Gorsuch, 1994). A number of philosophers, including Maslow, have studied ideas of motivation from a content perspective. The motivational process theory is concerned with the motivation process as well as the manner in which employee motivation happens. While Vroom focused on motivation from a procedural standpoint, Porter expanded on it.
Maslow’s hierarchy of needs Motivational Theory
According to this motivation theory, the employee takes every attempt to find a created demand while their immediate wants are met. As a result, it is clear that once the lower hierarchy’s needs are met, it ceases to serve as an effective motivating source. There are some motivational demands that only have a negative influence when they are dissatisfied.
The physiological demands at the lowest level refer to the most basic necessities for efficient human survival, such as nourishment.
The safety needs, which pertain to the individual’s security, fitness, well-being, and security in the event of an accident, are the next level.
The third level is concerned with a sense of belonging. This need alludes to the importance of both internal and external employee interactions.
The fourth degree of motivation is linked to employee self-esteem. This need takes into account both the respect he has received as well as his intrinsic goal attainment.
The state of self-actualization is the highest level of motivating need. This level of the requirement hierarchy necessitates effects that aid in grasping a staff member’s overall potential.
ERG’s Theory of Intrinsic Motivation
This approach emphasizes the primary factors that influence employee motivation. There is a need for existence, a need for relatedness, and a need for continual growth among these.
The impact of stress on employee physiology and safety, as well as the need for it to exist.
The demand for social belonging is highlighted by the need for relatedness.
The necessity for growth takes into account the staff’s needs for both self-esteem and self-actualization.
Elements of hygiene: A number of hygiene aspects result in the production of unhappiness only when the staff perceives these factors as scant or imbalanced; yet, employees would be uninterested if the factors of motivation were deemed acceptable or worthwhile. Hygiene variables include both external and internal elements, such as employee salaries, job security, and work environment circumstances (Gorsuch, 1994).
Theory of Process
The Expectancy Theory
This theory has increasingly asserted that the employee motivation driving a specific way of behavior is subsequently determined based on the employee’s anticipation of a specific behavior that will result in a subsequent consequence, which is greatly influenced by an individual’s inclination as well as valence for the particular result.
Internal organizational variables include employees’ feelings of achievement, acknowledgment, accountability, and personal growth. External incentive has been included into Samsung’s strategy by participating in events such as the Love Marathon.
Theories of Change Management: This necessitates all Samsung workers assuming responsibility for enforcing the value craters. Employees’ desires for comfort on various fronts, such as transportation, lodging, and food, are frequently creating a major issue in the travel industry, and as a result, governments all over the world are working hard to provide amenities that are of a global standard in order to attract tourists from all over the world (Gorsuch, 1994).
Samsung’s organizational responsibility is a management concept in which firms incorporate social and environmental concerns into their commercial operations and interactions with current stakeholders. The presence of the approach by which a business achieves equilibrium of the economic, environmental, and social constraints, also referred to as the Value creators, is commonly assumed, despite the fact that at the same time talking about the expectations of all the shareholders and stakeholders in the market.
P 3.3 Samsung strategic planning issues
The following are the five most typical concerns in the proper execution of strategy implementation in most organizations:
Leadership Deficiency: This relates to the company’s goal and vision being well-planned and aligned with Samsung’s organizational values. It is via strategic thinking that the leadership is able to maintain the human resource aligned with the organization’s goals.
Consensus Deficiency: This term refers to the difficulties that arise as a result of intra-organizational disagreements. Effective employee communication, fair involvement, and complete organizational cooperation can all help to reduce this.
Unrealistic Ambition: This issue emerges as a result of inappropriate or excessive goal setting without a thorough market and internal analysis. Strategic planning methods such as SWOT Analysis and BCG can help to reduce this risk.
Ineffective strategic plan and organizational culture integration: This refers to the failure to link the overarching organizational goal to the goals of departments and teams.
Short-term momentum slows: The timeline established to achieve specified objectives is crucial to ensuring a successful strategic plan. As a result, it refers to the identification of all phases that help complete a task quickly while also effecting its later execution.