[조직행동론] LG화학 senior manager 분석(영문)
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- 2010.09.27 / 2019.12.24
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추천 연관자료
- 목차
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A. Turnover
B. Mergers and acquisitions
C. Communications
D. Motivation
Conclusion
Reference
- 본문내용
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D. Motivation
Humane relationship between the top management and the bottom level was a significant motivational factor. Visiting the production site to have friendly meeting with the production workers, where their difficulties at work are freely exchanged, is an important event in the LG Chem. This way, workers felt they had important presence in the organization and their loyalty and motivation towards work improved.
Most importantly, creating an atmosphere in favor of employee’s convenience was critical at LG Chem. Mr. Jo emphasized employee self-autonomy so that employees can be active rather than being passive and work before they are instructed. Instead of commanding to his employees, he took care of his own necessities. When Mr. Jo spotted mistakes in reports prepared by his employees, he tried to be reasonable and edited the reports on his own to reduce the burden since he knew they were already busy with their own tasks. This created an amicable work environment and Mr. Jo’s employees felt more motivated, but they also felt Mr. Jo did not provide enough feedback for his employees to learn from because he always tried to solve the problem himself.
Conclusion
The interaction between managers and employees at LG Chem clearly illustrated its employee-oriented characteristics. Mr. Jo attributed this propensity to the company President Koo Bon Mu’s flexible and warmhearted personality. President Koo liked to communicate with team members and collect their opinions. He used bottom-to-top communication which allowed employees to think independently and creatively. His style created company’s culture which affected many managers in the company and determined the style how the company operates. This led to proliferations of brilliant business ideas.
Likewise, Mr. Jo was kindly listening to different opinions from his employees. However, this process required much time and sometimes was inappropriate for solving problems that needed tough enforcement. For example, LG Chem was competing against competitors in registering the patent first but employees at LG Chem were too focused on attaining the perfect technology and exposing their core technology as part of the patent procedure. Employees were being hesitant and always questioning the managers about the righteousness of patenting. LG Chem lost in its intellectual rights competition because consensus could not be made on time and it meant loss of following business opportunities. Also, Mr. Jo was evaluated as a considerate manager at work, but at the same time he was not a great leader because he provided little opportunities through which his subordinates could watch and learn from. In other words, simply being a benign leader is not a universal solution to every problem.
Accordingly to the Fiedler’s contingency model, which argues that task-oriented or relationship-oriented leadership style should be decided upon the nature of the situation, it seems necessary for LG Chem to have a more production-oriented approach to improve efficiency. However, LG Chem’s culture and its manager’s leadership style are not likely to change dramatically and very difficult to change. Based on those 4 dimensions, we draw the fact that relationship between leader and subordinates is good and position power is strong. Task structure is uncertain, but Mr. Jo said that he didn’t order to his subordinates specifically, so they were lost about tasks and direction. It means that task structure is unstructured. Situation is relatively favorable.
- 참고문헌
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ChemLocus. (2005, October 24). Retrieved May 28, 2010, from Changes in the Chemical companies: http://www.chemlocus.co.kr/news/newssub_read.htm?menu=D16&Sequence=37346
Envision Software. (2009, April 10). Retrieved May 28, 2010, from Fiedler's Contingency Theory: http://www.envisionsoftware.com/articles/Fiedlers_Contingency_Theory.html
Public Sphere Project. Epstein, J. (n.d.). Retrieved May 28, 2010, from Bottom-up Communication: http://www.publicsphereproject.org/patterns/pattern.pl/public?pattern_id=361
Mind Tools. (n.d.). Retrieved May 28, 2010, from Leadership styles - Using the right one for your situation: http://www.mindtools.com/pages/article/newLDR_84.htm
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