Introduction
In the current growing and competitive market of technology, it is imperative that an organization that competes in the global market to strategically define its objectives. There numerous areas of strategic importance to a company such as Samsung. But for the tenacity of this assignment, this paper will focus on the human resource of the company. This is in recognition that human resource in a company is at the nerve center of its eventual expansion, development, and competitiveness in the global market. The competitive advantage of Samsung and its products is the innovation, research, and development as well as the human resources deployed in the organization.
Samsung Work processes
Work processes in an organization are defined by the organizational culture exhibited in the industry as well as the company itself. Samsung work processes are defined and driven by a mashup of two structures that complement each other for effective workforce management. It employs the formalized as well as the hierarchical nature developed by a mechanistic structure. The hierarchical structure of Samsung differentiates the vertical and horizontal responsibilities of various individuals in the company. This is specific for Samsung due to the numerous departments in the organization. The formalized characteristic of this structure provides a foundation for the decision making process, by the clear division and statement of responsibilities, roles as well as rules and procedures put in place ( Hunt, S. 2014). The hierarchy determines how decisions are made; in this case, decisions at Samsung are made from the top management that usually holds the strategic vision of the company. These decisions are transmitted down to all departments accordingly.
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Complementary to the mechanistic structure, the organic organizational model at Samsung acts as the binding tool of the organization work processes. The process seeks to integrate all departments in the organization for the purpose of control and efficient resource utilization. The decision flow is based on the knowledge on particular tasks. Responsibilities are assigned in an efficient manner that emphasizes on the coordination of various departments. For instance, when the Chief Executive Officer of Samsung defines the strategic vision and goals for a particular year, that decision is taken as an instructional manual for all departments. The research and development department will have to coordinate with the finance department, and all have to coordinate with the marketing department. The organic structure allows the company to coordinate effectively and efficiently. However, at Samsung, the mechanistic organizational structure is highly favored to the organic structure.
Key employees
For the purpose of instructive strategic vision of Samsung as a company, two employees and their responsivities are a defining factor. They include the chief executive officer and the chief human resource officer.
Chief executive officer (CEO)
At Samsung, the CEO is also the president of the company. He is responsible for the deployment of a business strategy that is holistic to the company and its customers. His major responsibilities lie in the strategic positioning of the organization's objectives and vision on behalf of the shareholders of the enterprise. He also oversees the development of new products and technologies concerning the set goals.
Chief executive human resource officer (CHRO)( vice president of the people team)
Managing the human resource in an organization such as Samsung is a massive undertaking, and it is the responsibility of the vice president of the people team. The responsibility of this position is immense as it involves the acquisition of talent, employee management, compensation structure for the company as well as learning and development of individuals. All activities coordinated from this position must align with the strategic vision of the organization as they form the driving force through which Samsung can grow and evolve.
Strategic change
Samsung is faced with a monumental task to compete effectively in the global market where its counterparts are relenting in their innovative strategies. Samsung has been criticized for lack of creative ideas and has been subject to lawsuits due to patent infringement. It has also encountered several setbacks in product failures such as the exploding Samsung GalaxyNote 7. The highly centralized organizational structure was attributed to the challenges experienced by the company. A strategic vision is needed to enable the company to evolve and change for the purpose of competing in future. The strategic change can be achieved through a redesign of the organizational structure.
The highly centralized mechanized structure needs a redesign with more organic emphasis that is knowledge based. By concentrating on the knowledge based solutions and decision-making process; Samsung can be able to revitalize the research and development department which can form the spearhead of all innovative ideas. The strategic vision produced by the CEO of the company can be achieved through an intrinsic knowledge-based organization (Christensen & Rog 2008). For instance, be it the development of a new product or a venture to a new market, the knowledge based decision would be crucial.
Future human resource needs
Deployment of the strategic change in Samsung will call for a creative human resource reorganization, talent acquisition, knowledge management and market competitiveness. With the perceived change, technical expertise will be crucial for the human resource as well as learning and development. The president of the people team will rethink most efficiently to achieve that goal. The research and development will call for technical technology based skill workers, while other departments will need strategic thinkers that will comprehend the change and work towards that change(Armstrong, & Taylor, 2014).For this reason, a compensation strategy must be carefully identified that enumerates the workforce on their knowledge base and responsibilities. By targeting a remuneration based on experience, Samsung will be in a position to motivate the workforce actually for maximum production.
Conclusion
For Samsung to compete effectively in the global market, a strategic change is crucial to the evolution of the company. Human resource management is critical to that change, and therefore there is a need for effective strategic innovation in handling talent in the organization. Innovation and research are crucial for an organization to strategically position itself to compete effectively in the current global market. Talent management is therefore central to the essence of innovation and development of the company. It’s imperative therefore that the acquisition of talent as well as development of that talent be sort critically. The future of the organization such as Samsung will lie in the strategic vision of the key employees and the talent that is recruited in the firm.
References
Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management , 20 (7), 743-757.
Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of human resource management practice . Kogan Page Publishers.
Hunt, S. (2014). Commonsense talent management: using strategic human resources to improve company performance .
