Samsung Case Study Maintaining the Single Samsung Spirit: New Challenges in a Changing Environment Caryn Ng Kar Yan

B1102572 Keah Mei Sian B1102580 Nur Fathiha Bte Johan Ariffin B1100381 Mohd Roshan bin Mohd Yusop B0101223 Sarkunarajah S B1001971 Wan Arjunaidi Bin Awang @ Wan Abdul Halim E0300073 Abstract Samsung portrayed a very interesting and impressive success story in every aspec t of development. Although they were hit hard by financial crisis in 2009, Samsu ng survived the ordeal with their impressive financial performance. The astonish ing part of their achievement is mostly guided by internal management capability , positive aligned culture and belief system that empowering human capital is th e foundation in building and maintaining a great organization. Their strong belief system in emphasizing and investing on employees well being pays off when they become the leading company beating some of the top companies such as Sony, Apple and HTC. The process and development of human capital was ne ver an easy matter for Samsung, in fact the culture has been practiced and impro vised regularly ever since 1950 to fit to the demand and maturity of the current society and technology. Nevertheless at the end, Samsung indeed make a marked i n the world with sustaining a Single Samsung culture. 1. Perform a PEST on Samsung and identify the change drivers POLITICAL | ECONOMIC |

* Work hand in hand with the government; consist the same agendas and values.Cha nge driver- Globalization Promotion Committee consisted of a set of committees o n policy planning, administrative reform, educational reform, science and techno logy influences Samsung as well. | * Main contributor of economy status i n south KoreaChange driver- top down reform of the Korean economy to meet the ra pidly changing conditions of the world economy. | SOCIAL | TECHNOLOGICAL | * Value human capital and their culture.Change driver- provides equality in diff erent generations, gender, levels and departments. | * Making technology as

an important aspect in companys developmentChange driver- quick to adapt to new technology | 2. Perform a capability by assessment for Samsung via the IFE, EFE INTERNAL FACTOR EVALUATION FOR SAMSUNG | No Score | Strengths | | Weight | Rating | Weighted

1 | Samsung is considered to be a key ingredient to South Koreas impressi ve economic recovery. Provides the motivation to innovate and excel. | 0.15 | 3 | 0.45 | 2 | Operates in one of the worlds most technologically and digitally conn ected world. Ability to test technology in its home ground | 0.05 | 2 | 0.1 | 3 | Samsung is open to new ideas, and focused on becoming a creative cultu re | 0.05 | 4 | 0.2 | 4 | 5 ent No Score | Employees with strong problem solving skills | 0.1 | 4 | 0.4

| Strong investment in employees, thru effective human resource developm | 0.15 | 3 | 0.45 | | Weaknesses | | Weight | Rating | Weighted

1 | Digital natives (younger generation) do what they want to do, and not what the company wants them to do | 0.1 | 3 | 0.3 | 2 | Samsung replaced group based reward, with reward system based on indiv idual performance. Not aligned with South Korean culture of being collectivist | 0.1 | 3 | 0.3 | 3 | Samsung is being seen as conservative by some younger employees | 0.15 | 1 | 0.15 | 4 | Different values system among old and young. Difficulty in socializing its new group of employees | 0.1 | 3 | 0.3 | | 0.05 | 3

5 | Integrating foreign employees into the workforce | 0.15 | | | 1 2.8 | | | |

The weighted score is above average, and shows were contributed by Samsungs stron g focus on developing its workforce thru multiple initiative. Though challenges will be there in integrating new employees and employees from diverse culture, S amsung is taking the right initiatives to address these gaps. In summary, Samsun g is well positioned to address its internal weakness, and continue to be a stro ng organization. EXTERNAL FACTOR EVALUATION FOR SAMSUNG |

No Score 1 0

| Opportunities | Weight |

| Rating

| Weighted

| One of the strongest economy in the world. Ranked 15th globally in 201 | 0.15 | 2 | 0.3 |

2 | Strong South Korean government initiative in tapping into its human re source capability | 0.2 | 3 | 0.6 | 3 | Improved relationship between South Korea and China in recent years, h elps Samsung to break into the Chinese market. | 0.1 | 2 | 0.2 | 4 | No Score 1 qual. 2 | 3 | South Korean culture of hard work and speed. | 0.2 | Threats | | South Korean culture of high power distance. All relationships are une | 0.05 | 3 | 0.15 | | Slim profit margin, in a globally competitive environment. | 0.3 | | 0.1 | Weight | Rating | 4 | 0.8

| Weighted

3 | South Koreans are collectivist. Focuses on collective sharing of resou rces. | 0.05 | 2 | 0.1 | 4 | South Koreans avoid conflicts, and masked their feeling. Results in lac k of open communication. | 0.15 | 2 | 0.3 | | | 1 2.75 | | | |

Weighted score from External factor Evaluation show slightly above average. Whil e the relationship between East Asia countries, continue to improve and coupled by the strong economy, the South Korean culture could be a component that will h old Samsung back. The high power distance, coupled with the lack of openness, co uld prevent issues from being openly discussed. The market that Samsung is invol ved in is based on slim profit, dues to global competition, therefore openness i n discussing conflicts are critical to overcome those challenges. The collectivi st culture could be going against Samsungs internal initiative to promote indiv idual recognition which is a norm in Western cultures. In summary, Samsung will have to place more effort in bridging the corporate culture that it is trying to develop with the national culture. 3. Discuss possible solutions to foster and maintain an aligned culture Having an aligned culture is crucial in an organization. Taking into considerati on of diverse culture plays an important role in shaping individual personality, physically and psychologically: employee morale, commitment, productivity, phys ical health, and emotional well being. To have a positive aligned culture we bel ief that it must be initiated from top down. For those who are currently in high management level should commit into organization culture before requesting the low management employees to make the commitment (Cameron & Quinn, 2011). Samsung ability to create a diverse and creative culture is astonishing;

1. Samsung philosophy built a culture where employees felt pride and has sense o f accomplishment in contributing to the well being of society. 2. Samsung innovation- developed a culture of sharing is caring concept. Where kno wledge, ideas and technology is shared and transferred through aggressive recrui ting and networking. 3. Samsung cooperation among various functions Most apparent in its strategic de cision to couple technology and management by enforcing positive interactions be tween technology and management. The result was fast, dynamic, flexible and perf ormance oriented culture, created as a benchmark for companies like Toyota, GE a nd Nokia. In April 2010, the vice chairman and CEO of Samsung, Gee-Sung Choi has set up a Compliance Team to mitigating legal risks as Samsung has gained further prominen ce as an important player in global market. It was part of the efforts in order to keep up Samsung ethics and integrity (2011 Sustainability Report). Additionall y in the same year, the top management has actually come up with a Diversity Mana gement Framework as part of a strategic approach to diversity. Samsung has truly showed their appreciation of foreign manpower, women, the disabled and minority groups and they hope to create a working environment whereby everyone will be eq ually treated, without facing any discrimination. Hence they have also come out with a diversity vision: Create the future by developing a diverse and inclusive culture that attracts and grows the worlds top talent. It is aiming in foster an o rganizational culture where the diverse values and beliefs are shared to come up with creative ideas and ultimately sharpen the competitive edge of the entire o rganization (2011 Sustainability Report). In addition, Samsung looked upon four other characteristics that cultivate a vib rant and positive aligned culture within the organization. Leadership, as a lead er in 21st century, they should own characteristics such as openness, honesty, a nd forthright interaction with the organization employees (Ireland & Hitt, 2005) . Management as the leader of the organization should learn to appreciate and un derstand the diverse belief, value, behavior and business practices especially w hen expecting to enroll the best talent from diverse culture, backgrounds and co untries to work under same organization. Female Employees, has gained much acceptance and appreciation in the corporate s etting. In order to shape a pleasant working environment and support career deve lopment for female employees, Samsung has executed a trial run of a work-at-home /telecommuting system to prevent career interruption such as child care responsi bilities. They have a standardized process and also career coaching specifically designed for female employees to get back to their work from extended child car e leave. They have also plan on increasing the percentage of female from 20 to 3 0% when hiring fresh graduates. Another plan was by refining the process of iden tify potential women leaders in order to plummet the percentage of female execut ives to more than 10% within the next 10 years (2011 Sustainability Report). Global Diversity, by looking into another effort of expanding global workforce, Samsung has launched a reverse deployment scheme under which employees of overse as subsidiary that dispatched to Korea. The aim of this scheme was to present a growth vision for global workers and encourage the information exchanges of orga nization between head office and global business sites. Approximately 1,000 fore igners from more than 50 countries work at business sites in Korea. In addition, a global help desk and various program has been offered to help those global wo rkers to adapting themselves to work (2011 Sustainability Report). Global Education, In year 2010, Samsung have also expanded the global SMA (Samsu ng Manager Academy) and GEC (Global Executive Course) programs to sharpen the sk

ill and capabilities of global workers. Samsung has also launched global orienta tion program to foreign workers and new hires, regarding the philosophy, values and strategy of the organization. There was also another regional specialist tra ining which specifically designed in order to promote those global professionals who will making a step for Samsung to achieve superiority in global market (201 1 Sustainability Report). 4. How does national and organizational cultures lay the foundation for HRD phil osophy that guides HR strategies, systems and processes * generational identities in South Korea To begin Samsung and South Korea always operates hand in hand. From its value, v ision and mission to idea, process and implementation, all are governed by one s pirit. Samsung has proved that they possessed solid identity, culture and unders tanding which can withstand all obstacles and challenges beat internal or extern al factors. Samsung lays a strong foundation in values. It is the pride of the nation where in 2011, it was recognized as one of the most technologically advanced and digit ally connected countries in the world. Samsung had been a major catalyst for Sou th Koreas remarkable economic growth (Kim & Briscoe, 1997). It was generally beli eved that if South Korea had another Samsung, it would be the worlds fifth larges t economy (Samsung Annual Report, 2006). All success will not be able to materia lize if Samsung Human Resource Development (HRD) does not create a system or pla tform to value and appreciate its people. The three values that contributed the these success includes; i. Economic contribution to the nation Whatever they do, they always emphasize o n the needs and importance of its nation and Korean society ii. Top priority to the people- The founding chairman belief Samsung and the peo ple (employees) is one where humanity was respected and employees are allowed to exert their full potential benefiting not only the growth of the company but al so the development of its employees. iii. The pursuit of rationality- an effort by the company to develop a strong mi ndset, capable, efficient and competent employees in ensuring sustainable growth in the company. Through their human resource development (HRD) philosophy which focused upon res pecting people in all level, Samsung belief that a company is its people. There ar e four common external variables which at the end contribute to HR strategies, s ystems and processes; First government involvement, in South Korea, it is import ant to uphold structural and procedural management/implementation, which is also practiced in all aspects such as political, economical, and social field. Diffe rent involved parties have been contributing efforts in adapting the top-down po licies culture which has been practicing in this state for centuries, in order t o achieve democracy (Bedeski, R. E., 1994). For the past sixty years, South Kore a has been transformed from one of the poorest countries to one of the most succ essful one. With the aid of Free Market Economy, it has actually leaded this sta te out of poverty (Sorman, G., 2008). Second notion is the gender policies, after 1980s, Seoul government has been mak ing effort in reaching equality between genders by raising the need of women in all sectors of society such as workplace, family, education and welfare, by emph asizing on womens policies. For example, Seoul government has enactment the law a nd also implemented the policies in order to eliminate the gender inequality and discrimination. During the fourth United Nations (UN) World Conference, Seoul h

as been showing efforts by increasing the social involvement of women by develop ing womens capabilities, increasing womens political representation and improving welfare and civil rights of women. In year 2000, the Ministry of Gender Equality and Family has implemented a gender mainstream strategy, such as Gender Impact Evaluation and Gender-Sensitive Budget system. By year 2003, it was compulsory f or all the government offices and municipal governments to select one to two Gen der Impact Evaluation assignments for Gender-Based Analysis every year (Gender M ainstreaming in Local Authorities Best Practices, 2008). Third is the industrial policies, in the beginning of 1960s, South Korea governm ent has also regulate and coordinate economic affairs in achieving balance betwe en growth and stability of the nations economy, to ensure proper distribution of income, to prevent domination of market and abuse of economic power, and to demo cratize economy. In short, South Korea government has been giving constitutional authority for income redistribution, income, workplace guideline, and limitatio n of business activity for the sake of majority South Koreas citizens (Holcombe, R. G., 2011). Lastly the national culture, Peter Anderson (1991) stated that culture is powerf ul and invisible shapers of ones behavior including ones interpersonal communica tion behavior pattern and style. And culture and communication does not flow in one way but they are interrelated to each other. South Koreans communication are tend to more focusing on nonverbal communication, which they believed that by ma intaining the seven human passions (joy, anger, sorrow, pleasure, love, hatred, greed) will actually stop them from gaining knowledge and truth. Hence, they ten d to be restrained of expressing their emotion by using gesture and facial expre ssions (as cited by Kim, 2003). Koreans practiced compromising, cooperative and integrative style and they tend to avoid confronting the conflicts they faced, w hich goes well with values of Korean that striving for harmony, honor, humility and respect (Lather, Jain & Shukla, 2010). According to a research done by Hofst ede (1980), South Korea was one of the countries that have been categorized as c ollectivism society, which they tend to have higher involvement upon diversity p erceptions as they are more emphasizing on team work and inclusion. Collectivist s tend to develop better relationship within co-workers that working under same department (as cited by Guidroz, Kotrba & Denison, 2005-2009). 5. How does globalization shape individual and organizational values in South Ko rea as in transforming societies? In this current modern economic welfare, globalization is no longer defined and explained as a theoretical concept, but a stark reality. Firms that would like t o sustain in this competitive twenty first century must be able to confront all forces and challenges that pervades every aspect of business. The improvement of communication, through the introduction and constant development, high speed an d accessibility of the internet, has allowed international exchange to be done w ith a click of a button. Large corporations as well as smaller companies have de cided to take a step forward and spread their operations from the domestic to th e international market, in order to find new customers, opportunities and increa se their revenue. These companies are the ones facing increased pressure from cu ltural differences, waiting on the market, where a new service, product or marke ting campaign will be introduced. In order to meet these global challenges, such companies must be ready to standardize their organisation, apply the rules of g lobalization, respond to local differences and run an in-depth marketing analysi s and research of the target foreign market. Omitting any of these goals can res ult in misunderstanding, miscommunication or other consequences. Therefore, all firms, regardless of their size, have to craft strategies in the broader context of world markets to anticipate, respond and adapt to the changing configuration of these markets. 5.1The impact of Globalization on Organization in South Korea

In the vast impact from the globalization, one of the key importance to success for a Korean firm is the need to remain responsive to local markets, while at th e same time achieving global efficiency through integrating and coordinating ope rations across world markets and allowing for the transfer of learning from oper ations in one part of the world to another. This initiative is proven to be effe ctive through the implementation of the distinctive supply chain management (SCM ) by Samsung, Hyundai and Kia in their worldwide operation especially in the ris ing operational overhead and economic uncertainties. As the firm expands internationally, it will need to move away from country-cent red strategies and improve integration and coordination across national markets, leveraging its competencies and skills to develop a leadership position. Moreov er, identifying the global competitive forces successfully and providing an appa rent direction to lead the firm in an increasingly rapid changing market environ ment is a momentous challenge faced by the managers nowadays. Therefore, todays m anager must have ample of both human and technical skills to value the diversiti es in the firm that have been directly resulted from the globalization. In the context of culture and the need to adapt to the changes from globalizatio n, Korean firms have consistently design their policies and there is an increasi ngly strategic role for industrial relations (IR) within the enterprise, as much of what has to be done involves significant changes to traditional practices in this and the related area of human resource management (HRM). As firm like Sams ung, Hyundai and Kia has well established in the international platform, it is u ndeniable that these firms has recruited numbers of expatriate to work in their firm in the home country. This can be proven by the growing numbers of western ( Germans) skill workers that served Hyundai and Kia in South Korea due to the boo ming of automobile industry at South America and European market (Korea.net, 200 9). Due to this scenario, the Human Resource Department of these firms has crafted v arious policies to accommodate all of the employees who came from the different background. Moreover, the multi-culture seems to become the competitive edge for Samsung as the single Samsung culture has endlessly encouraged their employees to generate ideas for the firm to create products that in high demand from a dif ferent geographical region. Moreover, the increased of labour migration resulted from globalization gives advantages to both workers and South Korea firms. This is because the approach helps South Korean firms with labour shortages fill imp ortant posts and to ensure the smooth of their business operation. In addition, the knowledge sharing among the employees in those firms can really benefit them i n the long-run. In the context of technology change, globalization has also assists South Korean firms in deployment of technology transfer process. This is critical for the fi rms to bring in the latest technologies will then allow the firms to improve the ir competitiveness in the high-quality industries ranging from electronic to mot or vehicles. This factor seems to be the competitive advantages for south Korean where they managed to hold the number three position both today and in five yea rs, solidifying Asias dominance in the manufacturing industrys new world order (De loitte, 2010). Key manufacturing industries have now garnered recognition in the global arena, and Korea has emerged as the worlds largest shipbuilding nation an d ranks first in terms of semiconductors and displays (Korea.net, 2009). Moreove r, Korean automobile manufacturers are now a significant force around the world as are its appliance makers. In addition to above, the impact from globalization in South Korea has also assi st firms like Samsung, Hyundai and Kia to experience economies of scale in their home country. This can be seen by the move of these firms that outsourced some of the parts that available in their products subject to the high labor rate, re

sources, expertise, geographical location and etc. The reason behind the approac h is because; these firms realized that specialization in certain goods is appar ently better and efficient instead of manufacturing all by themselves. As exampl e, significant portion of Hyundais production process is outsourced to parts make rs, and many outsourced parts are sub-assembled into modules before going to the final assembly line. This is because globalization enables goods to be produced in different parts of the world and greater specialization enables firms to low er average costs and lower prices for consumers. 5.2 The impact of Globalization on Individual in South Korea Ever since the impact from globalization, there have been many issues concerning communication, cultural differences and marketing where globalization modifies the nature of the local and international conflicts, and in particular multiplie s the tensions with religious, ethnic and linguistic characters. Likewise, Koreas globalization can be understood in a similar way where the Kim Young Sam govern ment (under the name of segyehwa) attempted a top-down reform of the Korean poli tical economy to meet the rapidly changing conditions of the world economy. In t he Sydney Declaration of 1994, Kim had officially announced that his governments drive for globalization and set up the Globalization Promotion Committee (segyeh wa chujin wiwnhoe). The Globalization Promotion Committee was headed by the prime minister and consisted of a set of committees on policy planning, administrative reform, educational reform, and science and technology (Gills and Gills, 2000). Koreas globalization drive was initiated by the state, and segyehwa was kept as a name for Korean way of globalization. While eschewing the use of segyehwa as a name for Korean globalization, Kim Dae Jungs policy continued to facilitate econ omic liberalization. Furthermore, recognizing the strategic value of overseas Ko reans, especially Korean Americans, the DJ Kim government promulgated a special law regarding overseas ethnic Koreans in 2000. It is necessary to note, the oppositions between West and Eastern world, based o n diverse traumatize, such the colonization, and which engender contrasted react ions going of the refusal of the cultural imperialism to the attraction for the western model. The impact of globalization is noticeable in South Korea as well especially in the context of popular culture. With the advancement of technologi es, whether its music, films or TV shows, the Americanization process is slowly taking over every part of the electronic pop culture in South Korea. Due to this unfavorable impact from globalization, the government of Korea has c onsistently promotes its very own culture among the Koreans. This means that glo balization has also prompted efforts to revitalize Korean culture and identity. Not only was globalization (segyehwa) kept as the word to describe the Korean wa y of globalization, but its policy also stressed the promotion of Korean culture and values. For instance, globalization underpinned by Koreanization is listed as one of the five principal meanings of segyehwa. As President Kim explains: Koreans cannot become global citizens without a good understanding of their own culture and tradition, Koreans should march out into the world on the strength of their unique culture and traditional values. Only when the national identity is mainta ined and intrinsic national spirit upheld will Koreans be able to successfully g lobalize (Song, 1994). As part of its pursuit of Koreanized globalization, the YS Kim government sought to promote Korean studies (hangukhak), both within and out side Korea. During the last decade, Korea has seen a proliferation of festivals and events i n various cities designed to enhance images and identities of each respective lo cality. The Andong Folk Festival, the Biennale of Kwangju, and Asian Film Festiv als in Pusan are good examples of the current active promotion of regional ident ities (Sallie Yea, 2003). Moreover, some local music television stations, includ ing MTV Korea have received orders to play only 10% of foreign video clips, thus leaving 90% for local artists (Stephan, 2010).

In the context of education, globalization stem from the economic sphere has muc h influenced the educational systems of every country because countries have uti lized education as a means of prosperity or survival that meets the competitive demands of an increasingly globalizing society. Due to this demanding factor, Ko rea began to open its higher educational programs to the world after introducing the educational open-market policy in the mid-1990s. The open-market policy was implemented under World Trade Organization (WTO) influence and represented an i mpact of economic globalization on educational policymaking (Kim, 1997). Because of this policy, Koreas higher educational institutes were able to directly adopt the educational programs of dominant countries, particularly the United States. Thus, in Korea, the impact of globalization on education is increasing, and glo balization is causing the homogenization of education. To see the effects of the homogenization of higher education, one need only look to Koreas attempt to introduce a medical graduate school system, emulating that of the United States, as a part of the educational reforms in the mid-1990s (the Korean Ministry of Education, 1998a). In addition to that, English education in Korea is taught beginning in the third grade of elementary school since 1997. I n the past, English education was not begun until middle school. The prominence of the English language in the emerging global economy has had a profound influe nce on Korean society. The widespread perception that English is the language of power has promoted the Americanization of Korean youth, who believe that Englis h is a powerful means by which economic and educational success can be achieved (Kim, 2002). English is gaining more strength as a hegemonic language in Korea s ociety in spite of the strong nationalistic attitudes and monolingualism to the Korean language (Park, 2004) While in the aspect of employment, the study by United Nations (2009) has noted that female employment in the developing world has generally increased more rapi dly than male employment and that export-oriented industries are more feminized under the impact of globalization. For examples of this trend, it cites Singapor e, Taiwan and South Korea; in South Korea specifically, it notes that .the compo sition of the workforce in the electronics industry has changed in favor of male workers, as production in this sector shifted to more sophisticated communicati on and computer products. Moreover, since 1970, South Korea female workers had s ignificantly less wages paid in their manufacturing sectors compared to men, but these gender wage gaps are closing over time subjected to the impact from indus trialization era. This can be illustrated by the increasing numbers of female em ployees in firms like Samsung and Hyundai Corporation throughout its operation b oth in local and international context. This is to realized that globalization h as impact South Korea workforce by reducing the gap of power distant and recogni zing the concept of equality which is persistently emphasized by the western wor ld. 6. How should Samsung address the current dilemma? Report to the Chairman * Uphold the single Samsung spirit and values? * Propose a bridging strategy for value differences in diversity management * Populate Managing the Change Journey Framework with an outline solution for chan ge. There will always be a debate when it comes to differentiate the importance of m ultiple generations. For an example which generation deserves the upmost respect , recognition and appreciation? Is there a closure or can we close the gap betwe en multiple generations? While searching for a common ground or similarities, mo st organizations still encounter the dilemma of the differences which then lead to difficulties, obstacles and challenges in managing human resource or manpower

. Based on the Samsungs case study (Khilji et al., 2011) one of the main dilemm a they faced is the generation differences in terms of mentality, commitment lev el towards work, and priority. The older generations tend to avoid open conflict and act rationally, have a hig h commitment in their work, obey towards companys rules, and has a culture that i s more family-like. But on the other hand, the younger generations prefer Samsun g to be more open in solving conflicts and more communicative, want a work-life balance, want to do what they are passionate it, and prefer individual performan ce-based rewards. As we can see that both generations have their own pros and cons. For example, a voiding open conflict can better if the conflict is consider just a minor issue. In other hand, being more open in discussing and finding solutions can be bette r if it is consider a major issue. It is best to have a top-down and bottom-up c ommunication because it can produce vital feedbacks and ideas. Secondly, to have employees that doesnt mind to work long hours is better if the nature of the b usiness is the longer hours of working, the higher productivity (example, hand-m ade manufacturer). But if the nature of the job is not as such, it is better to have employees who are passionate and efficient in completing their tasks (examp le, designer). Lastly, being more collectivistic is better in creating a warmer culture in a co mpany because employees feel the sense of belonging (family-like) and tend to he lp each other out in completing a project. However it is also better to have ind ividualistic employees because they are usually more independent and reliable in completing a project or task. It is not the authors intention to compare which generation is better than the other, but to see how Samsung can change these si tuations from a major conflict to a major advantage and making full use of it. T his issue is consider as a major issue because it is about Samsungs people and Samsung lived the nations philosophy of an intense development of HR (Khilji et al., 2011). Samsung put their people (Employees) as a top priority like how Byu ng-Chull Lee said What sets a company apart from others is its people who committ ed to work for the company (Khilji et al., 2011). Single Samsung Spirit (Samsungs values consisted of these 5 factors) 1) People Samsung valued its people and strove to provide them with opportunitie s to perform to their fullest potential. 2) Excellence Samsung should give its best efforts with endless passion and a sp irit of overcoming challenges to become the worlds best company in every possib le way. 3) Change Samsungs commitment to taking the initiative to execute change and in novation with risk awareness. 4) Integrity Samsung acted in an ethical way, and ensured fairness with honor an d grace. 5) Co-prosperity Samsung was a good corporate citizen who took responsibility fo r the prosperity of its community and nation and the larger global society. The authors suggest that Samsung should do more testing and assessment due to th is generation conflict. Assuming gen X and gen Y are very different in terms of their mentality, commitment level towards work, and priority, but the most impor tant question in business is; do generation differences affect Samsungs busines ses financially? If it affects Samsung businesses performance, is it a good or a bad impact? Its alright to be different because in reality we can see that even employees in the same generation are very different in terms of their mentality,

commitment level towards work, and priority; and they are can work together jus t fine. This is simply because they all have the same goal to achieve in a parti cular project or task. Several ways to test and assess the generational differen ces impact towards Samsung company such as:1) Having a mixture of these two generations in a same team working on a project . 2) Exchanging job scope temporarily between senior and junior colleague. 3) Finding ways to fully use these two generations strength to compliment each other. Managing the Change Journey; Program Management the unique alignment between Sam sungs management and employees contributed to the companys global success. Thanks to the strong investment in the development of its people. Samsung had 13 educat ional and training facilities globally which were dedicated to continuously upgr ading its talent. Overall SHRDC has conducted approximately 250 training courses and workshops per annum. Enablement, New Employee Orientation (NEO) was conside red to be the most critical enabler because it helped new employees adjust to th e Samsung culture. Although NEO is the oldest programs at Samsung however it is still a requirement for all Samsungs new employees. With four weeks of intensive in-house training all new employees were evaluated on how they solved problems a nd implemented new solutions. Executive Leadership, NEO helps new employees think and behave as Samsung people , it also solidified Samsungs culture of cooperation between senior colleagues an d new employees. To achieve this SHRDC brought in third- year employees as mento rs apprentices where their role was to connect with 10 to 15 new employees on a personal and professional basis. These top company talent assist in nurturing ne w employees Samsungs philosophy, culture, values and helped foster the Samsung sp irit. Communication and Ownership, once NEO was completed, new employees who bas ed in Samsung affiliate company will be given a one year New employees training p rogram in partnering with SHRDC. The training focused on improving job related sk ills and knowledge. On the job training new employees will work closely with the senior employees to solve various problems that were presented to them. At the end of a year program, new employees will be participating a Samsung Summer Fest ival where it created a lasting bond among new employees and provides a networki ng opportunity amongst new employees and senior colleagues. Samsung management believed NEO helped in three multiple purposes; 1. Aligned employees across Samsung affiliates to Samsungs strategic direction an d thus promote a Single Samsung culture. 2. Fostered Samsungs values among new employees and sustained the foundation of i ts unique culture. 3. Achieved business results through cooperation. REFERENCES: A representative of the ruling party, Kims address in the National Assembly. (199 0, February 27). The Chosunilbo, p. A1. A representative of the ruling party, Kims address in the National Assembly. (199 1, January 30). The Chosunilbo, p. A2. Delloite. (2011). 2010 global manufacturing competitiveness index . Retrieved fr om http://www.deloitte.com/assets/Dcom-Global/Local Assets/Documents/Manufacturi

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