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Leader in Samsung SDI
Mr. Yong Il Choi - Senior Manager
About
Samsung
SDI
About
Samsung
SDI
Was found in 1970 by
Samsung Electronics
About
Samsung
SDI
A energy division of
Samsung: battery
and color tubes
About
Samsung
SDI
A energy division of
Samsung: battery
and color tubes
Mr. Yong Il Choi
Senior Manager - Research department


 ✤15 years working
 ✤Training employee   and research about
 safet...
Mr. Jin Teak Jung
Engineer - Senior Employee


  ✤6 years working in this department
  ✤Of of the best people of Mr. Choi
...
Mr. Park In Seok
Supervisor


   ✤3 years in business department
   ✤8 months in Mr. Choi department
   ✤Kind person
   ✤S...
Leadership style
Contingency Model
Survey result
 Using the survey to analysis the leadership style from
 www.nwlink.com
 Including 40 questions
 As the resu...
Survey result
 Using the survey to analysis the leadership style from
 www.nwlink.com
 Including 40 questions
 As the resu...
Relationship
✤   Provide support and
    encouragement when need
✤   Allow to join decision making
✤   Have respect to emp...
“I always want to keep good relationship with
                             my employees”




                      Relatio...
Task structure
✤   Task performed is undefined
✤   Creative work in R&D
✤   A goal is clear.
✤   Procedure is unclear
“Our main work is researching, so creative is
                            very important”




                     Task st...
Leader power
✤   He has enough formal authority
    over subordinates
✤   Has power to plan and direct
    work, evaluate ...
Leader power
✤   He has enough formal authority
    over subordinates
✤   Has power to plan and direct
    work, evaluate ...
Conclusion
 He is in intermediate situation
 Low task-oriented and High relationship-
 oriented
 In the survey, he is part...
Conclusion
 He is in intermediate situation
 Low task-oriented and High relationship-
 oriented
 In the survey, he is part...
Situational Theory
Two situations: Mr. Park and Mr. Jung
Followers Characteristic
Mr. Jin Teak Jung   Mr. Park In Seok
Mr. Jin Teak Jung   Mr. Park In Seok




Willing and Able
Mr. Jin Teak Jung   Mr. Park In Seok




Willing and Able    Willing but Unable
Mr. Park In Seok




Willing but Unable
Explain task carefully
Let another employees help him
Closely check his work
Giving chances


                            ...
Explain task carefully
Let another employees help him
Closely check his work
Giving chances


                            ...
Explain task carefully
Let another employees help him
Closely check his work
Giving chances


                            ...
Mr. Jin Teak Jung




Willing and Able
High expectation
                    Giving hard and difficulty task
                    Doesn’t need to explain carefully
...
High expectation
                    Giving hard and difficulty task
                    Doesn’t need to explain carefully
...
High expectation
                    Giving hard and difficulty task
                    Doesn’t need to explain carefully
...
RELATIONSHIP BEHAVIOR

                           Participating                 Selling




                            De...
Moral Leadership
How to act as a good leader?
Moral Survey Result


                             17%             17%




                       33%                     ...
Participative and Stewardship

 Followers are highly skilled
 Consult people when he makes decision
 Informs other the imp...
Authoritarian
To lead subordinates at the chaos situation
Centralized cultural power in Samsung




Servant
To communicate...
Using Power
What kind of powers and How he use.
5 YES or NO Questions
Gift for each right question
5 YES or NO Questions
Gift for each right question




What kind of power he has?
Legitimate Power
Legitimate Power
Reward Power
Reward Power
Coercive Power
Coercive Power
Expert Power
Expert Power
Reference Power
Reference Power
Legitimate Power
• He is manager
                   • Employees are obligated to
                     follow him




Legitimate Power
Reward Power
• 2 types of regard in Samsung:
  organization and individual
• Organization: evaluate every
  month by manager
• Individu...
Coercive Power
• To be manager, he have this
  power
• Ex: complain about go to work
  late




                                  Coerciv...
Reference
 Power
• Admire him: always want to
              improve himself
            • Most employee respect him
            • “I have t...
Expert
Power
• Manager, training for employee
• Ex: know about leadership and
  business; being a engineer in
  Samsung


             ...
Situation	
Based on “Who in
charge” case study
Ms. Eun-Hye Jeong   Mr. Park In Seok
Staff assistant            Supervisor
CONFLICT -> FIRED




Ms. Eun-Hye Jeong                       Mr. Park In Seok
Staff assistant                            ...
CONFLICT -> FIRED

                    ✤ Work  performance
                    ✤ firing without civil service procedure



...
?




Ms. Eun-Hye Jeong       Mr. Park In Seok
Staff assistant                Supervisor
His reactions to conflict

         Mr. Park                 Ms. Jeong

 Warning about his firing   Give her apology from Mr...
Conclusion

Used legitimated power: he is boss, ask them for talking
about conflict
Reward power: although he is not direct...
Thank You
Leader in samsung
Leader in samsung
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Leader in samsung

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About Leadership in Human Resource Department of Samsung, live interview in Samsung SDI in 2010

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  • Transcript of "Leader in samsung"

    1. 1. Leader in Samsung SDI Mr. Yong Il Choi - Senior Manager
    2. 2. About Samsung SDI
    3. 3. About Samsung SDI Was found in 1970 by Samsung Electronics
    4. 4. About Samsung SDI A energy division of Samsung: battery and color tubes
    5. 5. About Samsung SDI A energy division of Samsung: battery and color tubes
    6. 6. Mr. Yong Il Choi Senior Manager - Research department ✤15 years working ✤Training employee and research about safety ✤His department include 15 people ✤Was known as good manager ✤Always want to improve his professional knowledge
    7. 7. Mr. Jin Teak Jung Engineer - Senior Employee ✤6 years working in this department ✤Of of the best people of Mr. Choi ✤Seeking promotion from Samsung ✤Work hard
    8. 8. Mr. Park In Seok Supervisor ✤3 years in business department ✤8 months in Mr. Choi department ✤Kind person ✤Still new for his job
    9. 9. Leadership style Contingency Model
    10. 10. Survey result Using the survey to analysis the leadership style from www.nwlink.com Including 40 questions As the result, he normally use participative style in his work, same percentage for authoritarian and delegative style
    11. 11. Survey result Using the survey to analysis the leadership style from www.nwlink.com Including 40 questions As the result, he normally use participative style in his work, same percentage for authoritarian and delegative style High relationship + Low task behavior
    12. 12. Relationship ✤ Provide support and encouragement when need ✤ Allow to join decision making ✤ Have respect to employees ✤ They have confidence in the leader
    13. 13. “I always want to keep good relationship with my employees” Relationship ✤ Provide support and encouragement when need ✤ Allow to join decision making ✤ Have respect to employees ✤ They have confidence in the leader
    14. 14. Task structure ✤ Task performed is undefined ✤ Creative work in R&D ✤ A goal is clear. ✤ Procedure is unclear
    15. 15. “Our main work is researching, so creative is very important” Task structure ✤ Task performed is undefined ✤ Creative work in R&D ✤ A goal is clear. ✤ Procedure is unclear
    16. 16. Leader power ✤ He has enough formal authority over subordinates ✤ Has power to plan and direct work, evaluate or reward.
    17. 17. Leader power ✤ He has enough formal authority over subordinates ✤ Has power to plan and direct work, evaluate or reward. Strong Position Power
    18. 18. Conclusion He is in intermediate situation Low task-oriented and High relationship- oriented In the survey, he is participative style = more in relationship-oriented
    19. 19. Conclusion He is in intermediate situation Low task-oriented and High relationship- oriented In the survey, he is participative style = more in relationship-oriented “My employees can lead themselves just as well as I can”
    20. 20. Situational Theory Two situations: Mr. Park and Mr. Jung
    21. 21. Followers Characteristic
    22. 22. Mr. Jin Teak Jung Mr. Park In Seok
    23. 23. Mr. Jin Teak Jung Mr. Park In Seok Willing and Able
    24. 24. Mr. Jin Teak Jung Mr. Park In Seok Willing and Able Willing but Unable
    25. 25. Mr. Park In Seok Willing but Unable
    26. 26. Explain task carefully Let another employees help him Closely check his work Giving chances Mr. Park In Seok Willing but Unable
    27. 27. Explain task carefully Let another employees help him Closely check his work Giving chances Mr. Park In Seok “He is like my teacher” Willing but Unable
    28. 28. Explain task carefully Let another employees help him Closely check his work Giving chances Mr. Park In Seok Selling Style Willing but Unable
    29. 29. Mr. Jin Teak Jung Willing and Able
    30. 30. High expectation Giving hard and difficulty task Doesn’t need to explain carefully Mr. Jin Teak Jung Willing and Able
    31. 31. High expectation Giving hard and difficulty task Doesn’t need to explain carefully Mr. Jin Teak Jung “He let me decide on my work” Willing and Able
    32. 32. High expectation Giving hard and difficulty task Doesn’t need to explain carefully Mr. Jin Teak Jung Delegating Style Willing and Able
    33. 33. RELATIONSHIP BEHAVIOR Participating Selling Delegating Telling TASK BEHAVIOR Able and Able but Unable & Unable but Willing Unwilling willing Unwilling
    34. 34. Moral Leadership How to act as a good leader?
    35. 35. Moral Survey Result 17% 17% 33% 33% Authoritarian Participative Stewardship Servant
    36. 36. Participative and Stewardship Followers are highly skilled Consult people when he makes decision Informs other the improvement of their task
    37. 37. Authoritarian To lead subordinates at the chaos situation Centralized cultural power in Samsung Servant To communicate individually with subordinates Provide them opportunity to develop themselves
    38. 38. Using Power What kind of powers and How he use.
    39. 39. 5 YES or NO Questions Gift for each right question
    40. 40. 5 YES or NO Questions Gift for each right question What kind of power he has?
    41. 41. Legitimate Power
    42. 42. Legitimate Power
    43. 43. Reward Power
    44. 44. Reward Power
    45. 45. Coercive Power
    46. 46. Coercive Power
    47. 47. Expert Power
    48. 48. Expert Power
    49. 49. Reference Power
    50. 50. Reference Power
    51. 51. Legitimate Power
    52. 52. • He is manager • Employees are obligated to follow him Legitimate Power
    53. 53. Reward Power
    54. 54. • 2 types of regard in Samsung: organization and individual • Organization: evaluate every month by manager • Individual: decide by manager Reward Power
    55. 55. Coercive Power
    56. 56. • To be manager, he have this power • Ex: complain about go to work late Coercive Power
    57. 57. Reference Power
    58. 58. • Admire him: always want to improve himself • Most employee respect him • “I have to work hard because I don’t want disappointed him” - Mr. Park Reference Power
    59. 59. Expert Power
    60. 60. • Manager, training for employee • Ex: know about leadership and business; being a engineer in Samsung Expert Power
    61. 61. Situation Based on “Who in charge” case study
    62. 62. Ms. Eun-Hye Jeong Mr. Park In Seok Staff assistant Supervisor
    63. 63. CONFLICT -> FIRED Ms. Eun-Hye Jeong Mr. Park In Seok Staff assistant Supervisor
    64. 64. CONFLICT -> FIRED ✤ Work performance ✤ firing without civil service procedure Ms. Eun-Hye Jeong Mr. Park In Seok Staff assistant Supervisor
    65. 65. ? Ms. Eun-Hye Jeong Mr. Park In Seok Staff assistant Supervisor
    66. 66. His reactions to conflict Mr. Park Ms. Jeong Warning about his firing Give her apology from Mr. mistake Park Send apology email Explain his expectation for project Explain Ms. Jeong work performance Explain Mr. Park behavior Mention about company Also mention about incentive incentive
    67. 67. Conclusion Used legitimated power: he is boss, ask them for talking about conflict Reward power: although he is not directly cutting the reward, but can influence it Coercive power: toward Mr. Park’s mistake May use reference power: they may listen to Mr. Choi since he is a good leader
    68. 68. Thank You
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