I think the most coveted is non about the organisation itself, but more of how this organisation can accomplish the ends designed by the president. The construction of the organisation is rather good designed but I consider it ‘s a spot late. When the president created the ends in 1995, the LG direction was get downing the re-organization in 1997. Two old ages tardily in the industry concern of the twenty-first century is like a thousand old ages in the World Wide Web old ages.
However, if we analyze carefully the re-organization of the company, we can see that there is a large direction job, particularly in the in-between direction since the Asiatic companies largely have a more decentralised exceed down direction type. This type of direction has minimized the maps of the center directors in the procedure of doing determinations or making schemes for their sections or divisions. This procedure has been done for so many old ages that it affected the in-between direction ‘s ability in doing determinations by their owns.
The company ‘s direction type is non the lone ground behind the reverse LG had in mid 2000. The company ‘s old cultural elements, they are stability, harmoniousness, and regard, have created a complacent within each section. Stability makes people stable, intending that the fast gait of the universe ‘s economic growing did non even bother the LG because they love and create and besides promote stableness among employees.
When the universe around you moves in a really fast and dynamic gesture to travel frontward towards success, and your company truly loves to bask stableness in the planetary industry, what do you believe will go on to your company? Losing the race even before the game starts. Meanwhile, harmoniousness and regard are definite facets needed in a on the job environment, much needed than a full struggle work atmosphere. To suit the vision, LG ‘s top direction reinforced four new cultural elements ; they are challenge, velocity, simpleness and boundarylessness.
These four new elements add a sum of seven cultural elements, a combine of old and new elements and fit the entire sum of seven S ‘s ; scheme, construction, staff, accomplishment, manner of leading, system control, and shared values. I try to unite between the two 7 ‘s in order to make a great synergism between the value of LG as household company and the holy 7 S ‘s of planetary concern. The 1st is the combination between Strategy and velocity. A velocity scheme means that LG ‘s top direction has to be cognizant with the rapid alteration in the planetary industry.
Not merely that the scheme has to be adjusted with the changing, but besides it has to be adjusted rapidly in order non to allow the company being left out. The 2nd combination is Structure and simpleness, this combination means that LG ‘s top direction has to make a more simple and decentralised construction of organisation. Simplicity is non a affair of operation in order to cut costs down but besides a simple organisational construction will do it more manageable. The following combination is Staff and regard.
If there is a common regard among transverse functional staff in the big LG organisation, it can make a magnitude consequence of ego trust and trust among cross section employee. Skill and Challenge are coming as the following combination. Management has to be able to force their employees to dispute their accomplishment, to recognize that there is no restriction in skill country. Technology, industry, concern and the universe will turn every individual twenty-four hours, and all of them require an first-class of all time turning accomplishment to get the hang them.
The fifth combination is between Style ( of leading ) and boundarylessness. This means that a director has to hold a clear vision about his schemes and ends and it screens and is understood by employees from different sections or even division. System control and stableness are the 6th combination. This combination means that the system used in across sections and division has to be able to command different subjects of industries in a sustainable measure, particularly in operation and finance.
To hold a same set of standardised control in different sections can make dependability to the system. The last set of combination is Shared values and harmoniousness. A harmonious set of shared values among employees and direction are able to prolong the rapid industrial growing. This combination is decidedly the footing of the first 6, because all of the 6 are shared values and they are needed ever in harmoniousness in order to accomplish the “ LEAP 2005 ” .