I.

From what perspective are you analyzing?

II. What are the major problems, sub-problems and secondary problems?

Analysts say that the main problem that has hindered Hyundais evolution is its management style. Employees asked for more than just salary increases; they also demanded respect from owners whose style they viewed as authoritarian.

Hyundais workers went out on strike is the secondary problem because of lack of individual say and benefits. Employees asked for better working conditions and better status for workers. The company lost up to $6 million each day the strike continued.

III. What are your objectives in the problems?

Management style should be change. There should be defined, non-overlapping of authority. Corporate planning lies in the nature and character of the companys top management. Every organization or firm must have an effective strategy to devise alternative choices of achieving company objectives, company resources and employees.

IV. Facts and assumptions given in the problems?

Facts

Hyundai had stumbled in the past year by asserting its customary hard line toward labor than by making poor investment decision. Since Korean workers solidified their right to collective bargaining as part of Koreas democratic liberalizations, Hyundai had been hard by strikes. The continued bout of labor strife has hurt production and created an image of a company unwilling to change with the times.

Assumptions

The political force of labor in South Korea is so strong that it had managed to push wages up rapidly in the midst of an unprecedented surplus of highly educated labor which normally should depress wages. At Hyundai, however, employees asked for more than just salary increases; they also demanded respect from owners whose style they viewed as authoritarian.

V. Alternative solutions

All employees must be treated as human beings, not as machines. Reasonable privileges are to be extended to all deserving employees. The top management should also cooperate with, rather than appeasement of the union. There should be an adequate job description and upgrading incentive for employees. All unusual change, policy, methods and systems must be viewed by the top management. VI. Action Plan

Specific program a. Develop a training and development programs or seminars b. Adequate job description and upgrading incentive for employees c. Scientific selection and placement of application or employment d. Periodic research, simplification and improvement on all phase of the company

Time-frame Monthly Every 6 months

Who is responsible? Top management Top management

2 years (upon regular basis)

Top management

Yearly

Top management