urgent please

SECTION c Mark There is ONE (1) case study in this section Answer ALL the questions of the case stay under this section in the Answer Booklet CselSa incerte care As its smartphone sales stutter and generational leadership succession from Samsung Electroles is under pressure to reinvent self to be more innovative, but not to lose the rigour and focus that made it a global powerhouse Following a heart and in the spring of 2016. Chairman I.ce Kun-lee has been succeeded by his son and her apparent, the Harvard educated Jay Y. Lee. The company is in a Catch-22 situation when it comes to changing culture,' said Jay Subhash, a former senior product manager who left Samsung in April desperately needs to adopt a culture that fosters openness, creativity and intention However, doing so would jeopardise its greatest existing cadrul set, its militaristi hierarchy, which enables it to operate at lighting speed to outpace the competition The company has for some time believed that I needed to seek a creative corporate cu and in 2007 approached the American Great Place to Work (GPW) Institute to comple: confidence index survey of its domestic and overseas workforces. Based on the GPW analysis results, each division and department prepare and implement improvement plans to build a GPW by filling the gaps in the five survey categories (tres respect taimes pride and solidarity). Also, 400 GPW officers supervise and implement corporate culture Improvement activities at each workplace. Based on the belief that sharing best practices is one of the most effective ways to build GPW. Samsung Electronies operates a separate GPW portal within is intranet and publishes the GPW magazine to share best practices of improving corporate culture and GPW-led information. In particular, the semiconductor and LCD husiness divisions how GPW Awards 10 encourage pertinent departments and employees to share their GPW vs and performances annually Samsung wants to speed up the change of its internal culture to make the 300.000 person company operate more like a start-up. Executives have pledged to move the company way from its traditional corporate sture to a more open working environment. Changes will include holding more online internal discussions and reducing to meetings culing down the levels of staff hierarchy, and reducing overtime and encouraging employees to spend their weekends with family or pursuing professional education opportunities Samsung, which has been criticised for its informously rigid working culture is hoping that the cultural shift will help it to encourage creativity and to speed up innovation These corporate changes come at the same time as Samsung has said it's empting to change from being a hardware manufacturer to a software leader. Software as with Nokia has always been secondary to Samsung. Now the company is actively seeking to acquire software companies, including those focused on artificial Intelligence. At the same time while Samsung's smartphone shipments still dominate the global market, it has seen a steady decline in global market share during the period 2011-15 Samsung has long emphasised the need for creativity while hiring more foreign talent, as it operates in increasingly diverse markets. Along with relaxed rules on work hours, it stresses a 'Work Smartphilosophy to reduce unnecessary time spent at the office. While it's hoped MGMT 5711/FER2022 Page 2 of 2 los enviestill helastic des ay pw what solen described as trenched coup-down momenti some soul carcin richt now, kingitself whead wat should I do ne said Chune scan. a business professor Advanced little of Science Technology In stavily influenced by a Confucian conformand culture the company faces powerful social mynines a new cure and shared leader appeach Force that and this post problems if employees feel that new ideas could be interpreted as challenge Hindu Confucianion is a culture very important overcome whilst also preserving the expect that the Comfocian cultural code experts tarve their be Senior management are we of potential constraint and determined ed a Creative Lab programme. This permis individuals or in tcm take year to develop an idea if he is deemed worthy of Sarang says it had some 14.000 ides faut year through this programme and other company initiatives Though widely respected in Korea, Samsung has a reputation for impedig a hewy workloa! and fitting personal time. This runs come to its declared sm of accepting the need to provide space and time to boost creativity and innovation and to improve the work-tide Se for its employees. The original Theory X management style has morphed into a Theory y style over the years but now needs to morphin into a Theory Z approach. The succession of a new Chairman provides an opportunity for a new style of leadership that will speed the transition to a fully fledged Theory Zargarin Question 1/5 Marko How can individual managers encourage creative thinking in Samsung Destion 5 Marks How can individual managers reconcile their need to champion employee's ideas and spectfully deal with any conflict that may arise from Coefucian values? Qeration 35 Marke How is the company assessing its progress toward developing a new culture and climate that supports creativity and innovation? Questions Marks) What is the nationale for the company to morph from X theory to Y Theory & Z Theory? *** END OF QUESTIONS **** NIGST 571/FE22 Page 3 of 3 SECTION c Mark There is ONE (1) case study in this section Answer ALL the questions of the case stay under this section in the Answer Booklet CselSa incerte care As its smartphone sales stutter and generational leadership succession from Samsung Electroles is under pressure to reinvent self to be more innovative, but not to lose the rigour and focus that made it a global powerhouse Following a heart and in the spring of 2016. Chairman I.ce Kun-lee has been succeeded by his son and her apparent, the Harvard educated Jay Y. Lee. The company is in a Catch-22 situation when it comes to changing culture,' said Jay Subhash, a former senior product manager who left Samsung in April desperately needs to adopt a culture that fosters openness, creativity and intention However, doing so would jeopardise its greatest existing cadrul set, its militaristi hierarchy, which enables it to operate at lighting speed to outpace the competition The company has for some time believed that I needed to seek a creative corporate cu and in 2007 approached the American Great Place to Work (GPW) Institute to comple: confidence index survey of its domestic and overseas workforces. Based on the GPW analysis results, each division and department prepare and implement improvement plans to build a GPW by filling the gaps in the five survey categories (tres respect taimes pride and solidarity). Also, 400 GPW officers supervise and implement corporate culture Improvement activities at each workplace. Based on the belief that sharing best practices is one of the most effective ways to build GPW. Samsung Electronies operates a separate GPW portal within is intranet and publishes the GPW magazine to share best practices of improving corporate culture and GPW-led information. In particular, the semiconductor and LCD husiness divisions how GPW Awards 10 encourage pertinent departments and employees to share their GPW vs and performances annually Samsung wants to speed up the change of its internal culture to make the 300.000 person company operate more like a start-up. Executives have pledged to move the company way from its traditional corporate sture to a more open working environment. Changes will include holding more online internal discussions and reducing to meetings culing down the levels of staff hierarchy, and reducing overtime and encouraging employees to spend their weekends with family or pursuing professional education opportunities Samsung, which has been criticised for its informously rigid working culture is hoping that the cultural shift will help it to encourage creativity and to speed up innovation These corporate changes come at the same time as Samsung has said it's empting to change from being a hardware manufacturer to a software leader. Software as with Nokia has always been secondary to Samsung. Now the company is actively seeking to acquire software companies, including those focused on artificial Intelligence. At the same time while Samsung's smartphone shipments still dominate the global market, it has seen a steady decline in global market share during the period 2011-15 Samsung has long emphasised the need for creativity while hiring more foreign talent, as it operates in increasingly diverse markets. Along with relaxed rules on work hours, it stresses a 'Work Smartphilosophy to reduce unnecessary time spent at the office. While it's hoped MGMT 5711/FER2022 Page 2 of 2 los enviestill helastic des ay pw what solen described as trenched coup-down momenti some soul carcin richt now, kingitself whead wat should I do ne said Chune scan. a business professor Advanced little of Science Technology In stavily influenced by a Confucian conformand culture the company faces powerful social mynines a new cure and shared leader appeach Force that and this post problems if employees feel that new ideas could be interpreted as challenge Hindu Confucianion is a culture very important overcome whilst also preserving the expect that the Comfocian cultural code experts tarve their be Senior management are we of potential constraint and determined ed a Creative Lab programme. This permis individuals or in tcm take year to develop an idea if he is deemed worthy of Sarang says it had some 14.000 ides faut year through this programme and other company initiatives Though widely respected in Korea, Samsung has a reputation for impedig a hewy workloa! and fitting personal time. This runs come to its declared sm of accepting the need to provide space and time to boost creativity and innovation and to improve the work-tide Se for its employees. The original Theory X management style has morphed into a Theory y style over the years but now needs to morphin into a Theory Z approach. The succession of a new Chairman provides an opportunity for a new style of leadership that will speed the transition to a fully fledged Theory Zargarin Question 1/5 Marko How can individual managers encourage creative thinking in Samsung Destion 5 Marks How can individual managers reconcile their need to champion employee's ideas and spectfully deal with any conflict that may arise from Coefucian values? Qeration 35 Marke How is the company assessing its progress toward developing a new culture and climate that supports creativity and innovation? Questions Marks) What is the nationale for the company to morph from X theory to Y Theory & Z Theory? *** END OF QUESTIONS **** NIGST 571/FE22 Page 3 of 3