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SECTION 30 Mura There is ONE (1) case study in this section Answer ALL the questions of the case study under this section in the Answer Booklet Cos I Santrale care As its smartphone sales stutter and a generational leadership succession forms Suman Electroles is under pressure to reinvent self to be more innovative, but not to lose the rigor and focus that made it a global powerhouse Following a heart attack in the spring of 2016. Chairman Lee Kun-Ice has been succeeded by his son and her parent, the avd. educated Jay Y. Lee. The company is in a Catch-22 situation when it comes to changing culture' wid Jay Subhash, a former senior product manager who left Samsung in April desperately needs to adopt a culture that fosters openness, creativity and innovation However, doing so would jeopardise its greatest existing cultural setits militaristi hierarchy, which coables it to operate at lighting speed to outpace the competition The company has for some time believed that I needed to seck 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 workforce 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 (ruit, respect fames 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 the GPW. Samsung Electronics operates a separate GPW portal within his Intranet and publishes the GPW magazine to share best practices of improving corporate culture and GPW-led information. In particular, the semiconductor and LCD business divisions GPW Awards to encourage pertinent departments and employees to share their GPW Activities 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 from its traditional corporale structure to a more open working environment Changes will include holding more online internal discussions and reducing extes meetings cutting down the levels of staff hierarchy, and reducing overtime and encouraging employees spend their weekends with family or pursuing professional education opportunities Samsung, which has been criticised for its infamously rigid working culture, is hoping that the cultural shift will help it to encourage creativity and to speed up inovation These corporate changes come at the same time as Samsung has said it's sompting 10 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, stresses a 'Work Smart philosoploy to reduce unnecessary time spent at the office. While it's hoped MGMT 5711/FER2022 Page 2 of 2 Toner Vill hela tifocws desay w what ofion described trenched cod p-down mementing Soulching right now, itself whom we should I do next vid Chan Sain a business profesor Advanced state of Science Technology wines a new cure and sand leadership appeach locational culte that loves are Altavily influenced by a Confection content coloure he company faces pewartal social a and this post problems if plays feel that cas could be interpreted as challenge overcome whilst also preserving the expect that the Comfocian cultural code expects. farve their bod Senior management are made of potential constraint and determined to established a Creative Lab programme. This pages individuals or in to take year 16 develop an idea if it is deemed worthy of genet Sangays it had some 14.000 ideas tan year through this programme and other company initiatives Though widely respected in Korea, Samsung has a reputation for imposing a hewy workloa! and Tibiting personal time. This runs come to its declared sm of accepting a need to provide space and time to host creativity and movation and to improve the work toe Same for its employees. The original Theory X management style has morphed into a Theory style over the years but now needs to morph pain into a Theory Z approach. The succession of a new Chairman provides an opportunity for a new style of leadership that speed the transition to a fully fledged Theory Zarasai Question 1/5 Marko How can indwidual managers encourage creative thinking in Samsung Des 15 Marks) How can individual managers reconcile their need to champion employee's ideas and respectfully deal with any conflict that may arise from Confucian values? Deration 35 Mark 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 **** NIGHTSH/FE2022 Page 3 of 3 SECTION Co Mars There is ONE (1) etse stay in this section. Answer ALL the questions of the case staly under this section in the Amer Booklet. Case Samanthactcrcate culture As its smartphone sales stutter and generational leadership succession Soom, Samsung Electronics i under pressure to reinvest itself to be more innovative, but not to love the rigour and focus that made lia global powerhouse. Following a heart attack in the spring of 2016, Chairman L. Kun Lee has been succeeded by his son and he apparenthe Head educated Jay Y. Lee. The company is in a Catch-22 situation when it comes to changing culture," said lay Subhash, a former senior product manager who left Samsung in April desperately needs to adopt a culture that fosters openness, creativity and innovation However, doing we would jeopardise is greatest existing cultural e militaristi hierarchy, which enables it to operate at lightning speed to outpace the competition The company has for some time believed that it needed to see a creative corporate culan and in 2007 approached the American Great Place to Work (GPW) Institute to compile confidence index sirvey of its domestic and overseas workforces. Based on the GPW analysis results cach division and department prepare and implement improvement plans to build a GPW by filling the gaps in the five survey categories, respect faime, 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 mos effective ways to build the GPW, Samsung Flectronics operates a separate GPW portal within its intranet and publishes the GPW magazine to share best practices of improving corporate culture and GPW.related information. In particular, the semiconductor and LCD business divisions hold GPW Awards 10 encourage pertinent departments and employees to share their GPW activities and performances annually Samsung wants to speed up the change of its internal culture to make the 100,000 person company operate more like a start-up Executives have pledged to move the company way from its traditional corporate structure to a more open working environment. Changes will include holding more online internal discussions and reducing extraneous meetings, cutting down the levels of staff hierarchy, and reducing overtime and encouraging employees in spend their weekends with family or pursuing professional education opportunities Samsung, which has been critiched for its infamously rigid working culture, is hoping that the cultural shit will help it to encourage creativity and to speed up innovation These corporate changes come at the same time as Sutung has said it's empting to change from being a hardware manufacturer to a sottware leader, Software, as with Nokia, has always been secondary to Samsung Now the company is actively seeking to sourire software companies, including those focused on anificial intelligence. At the same time, while Samsung's smartphone shipments will 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 . Work Sman' philosophy to reduce unnecessary time spent at the office. While it's hoped AGAT 5711/FER2022 Page 2 of 2 To will be chudo Jericht Teho premium When rese che en charodenia. Pored enly herster we are all espre ce este din uradne Cewe Labem, os periodista la demed worthy of Santhal this page and they have The widely pociedla Koru Samsung for This declared as pro panebent cry and ration and we When Theorginal Theory Xmasole The View the answer to more than the Chaimas provides an opportunity for pelo fly fledged Theory O Marka was creative thinking in Som dla ce the champion employees om by dalsich wyrom Cocina How the progress towand developing a new content pas Di Mark Whether the commh from X theory to Y Theory & MGMT STILTE2002 *** END OF QUESTIONS *** 31 SECTION 30 Mura There is ONE (1) case study in this section Answer ALL the questions of the case study under this section in the Answer Booklet Cos I Santrale care As its smartphone sales stutter and a generational leadership succession forms Suman Electroles is under pressure to reinvent self to be more innovative, but not to lose the rigor and focus that made it a global powerhouse Following a heart attack in the spring of 2016. Chairman Lee Kun-Ice has been succeeded by his son and her parent, the avd. educated Jay Y. Lee. The company is in a Catch-22 situation when it comes to changing culture' wid Jay Subhash, a former senior product manager who left Samsung in April desperately needs to adopt a culture that fosters openness, creativity and innovation However, doing so would jeopardise its greatest existing cultural setits militaristi hierarchy, which coables it to operate at lighting speed to outpace the competition The company has for some time believed that I needed to seck 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 workforce 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 (ruit, respect fames 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 the GPW. Samsung Electronics operates a separate GPW portal within his Intranet and publishes the GPW magazine to share best practices of improving corporate culture and GPW-led information. In particular, the semiconductor and LCD business divisions GPW Awards to encourage pertinent departments and employees to share their GPW Activities 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 from its traditional corporale structure to a more open working environment Changes will include holding more online internal discussions and reducing extes meetings cutting down the levels of staff hierarchy, and reducing overtime and encouraging employees spend their weekends with family or pursuing professional education opportunities Samsung, which has been criticised for its infamously rigid working culture, is hoping that the cultural shift will help it to encourage creativity and to speed up inovation These corporate changes come at the same time as Samsung has said it's sompting 10 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, stresses a 'Work Smart philosoploy to reduce unnecessary time spent at the office. While it's hoped MGMT 5711/FER2022 Page 2 of 2 Toner Vill hela tifocws desay w what ofion described trenched cod p-down mementing Soulching right now, itself whom we should I do next vid Chan Sain a business profesor Advanced state of Science Technology wines a new cure and sand leadership appeach locational culte that loves are Altavily influenced by a Confection content coloure he company faces pewartal social a and this post problems if plays feel that cas could be interpreted as challenge overcome whilst also preserving the expect that the Comfocian cultural code expects. farve their bod Senior management are made of potential constraint and determined to established a Creative Lab programme. This pages individuals or in to take year 16 develop an idea if it is deemed worthy of genet Sangays it had some 14.000 ideas tan year through this programme and other company initiatives Though widely respected in Korea, Samsung has a reputation for imposing a hewy workloa! and Tibiting personal time. This runs come to its declared sm of accepting a need to provide space and time to host creativity and movation and to improve the work toe Same for its employees. The original Theory X management style has morphed into a Theory style over the years but now needs to morph pain into a Theory Z approach. The succession of a new Chairman provides an opportunity for a new style of leadership that speed the transition to a fully fledged Theory Zarasai Question 1/5 Marko How can indwidual managers encourage creative thinking in Samsung Des 15 Marks) How can individual managers reconcile their need to champion employee's ideas and respectfully deal with any conflict that may arise from Confucian values? Deration 35 Mark 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 **** NIGHTSH/FE2022 Page 3 of 3 SECTION Co Mars There is ONE (1) etse stay in this section. Answer ALL the questions of the case staly under this section in the Amer Booklet. Case Samanthactcrcate culture As its smartphone sales stutter and generational leadership succession Soom, Samsung Electronics i under pressure to reinvest itself to be more innovative, but not to love the rigour and focus that made lia global powerhouse. Following a heart attack in the spring of 2016, Chairman L. Kun Lee has been succeeded by his son and he apparenthe Head educated Jay Y. Lee. The company is in a Catch-22 situation when it comes to changing culture," said lay Subhash, a former senior product manager who left Samsung in April desperately needs to adopt a culture that fosters openness, creativity and innovation However, doing we would jeopardise is greatest existing cultural e militaristi hierarchy, which enables it to operate at lightning speed to outpace the competition The company has for some time believed that it needed to see a creative corporate culan and in 2007 approached the American Great Place to Work (GPW) Institute to compile confidence index sirvey of its domestic and overseas workforces. Based on the GPW analysis results cach division and department prepare and implement improvement plans to build a GPW by filling the gaps in the five survey categories, respect faime, 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 mos effective ways to build the GPW, Samsung Flectronics operates a separate GPW portal within its intranet and publishes the GPW magazine to share best practices of improving corporate culture and GPW.related information. In particular, the semiconductor and LCD business divisions hold GPW Awards 10 encourage pertinent departments and employees to share their GPW activities and performances annually Samsung wants to speed up the change of its internal culture to make the 100,000 person company operate more like a start-up Executives have pledged to move the company way from its traditional corporate structure to a more open working environment. Changes will include holding more online internal discussions and reducing extraneous meetings, cutting down the levels of staff hierarchy, and reducing overtime and encouraging employees in spend their weekends with family or pursuing professional education opportunities Samsung, which has been critiched for its infamously rigid working culture, is hoping that the cultural shit will help it to encourage creativity and to speed up innovation These corporate changes come at the same time as Sutung has said it's empting to change from being a hardware manufacturer to a sottware leader, Software, as with Nokia, has always been secondary to Samsung Now the company is actively seeking to sourire software companies, including those focused on anificial intelligence. At the same time, while Samsung's smartphone shipments will 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 . Work Sman' philosophy to reduce unnecessary time spent at the office. While it's hoped AGAT 5711/FER2022 Page 2 of 2 To will be chudo Jericht Teho premium When rese che en charodenia. Pored enly herster we are all espre ce este din uradne Cewe Labem, os periodista la demed worthy of Santhal this page and they have The widely pociedla Koru Samsung for This declared as pro panebent cry and ration and we When Theorginal Theory Xmasole The View the answer to more than the Chaimas provides an opportunity for pelo fly fledged Theory O Marka was creative thinking in Som dla ce the champion employees om by dalsich wyrom Cocina How the progress towand developing a new content pas Di Mark Whether the commh from X theory to Y Theory & MGMT STILTE2002 *** END OF QUESTIONS *** 31