By

mani sajnani
SAMSUNG

Innovation is crucial to Samsung's business. As new technologies are being

constantly introduced to the market, speed is essential for remain-ing competitive
in today's digital era, and new markets have to be pioneered
continuously.Through the interplay of creative, imaginative people; a global R&D
network; an organisation that encourages collaboration and cooperation among
business partners all along the supply chain; and a strong commitment to ongoing
investment, Samsung has put R&D at the heart of everything we do. The Samsung
Group (Korean: 삼 성 그 룹 ) is the world's largest conglomerate by revenue,[3]
headquarters in Samsung Town, Seoul, South Korea. It is South Korea's largest
chaebol and composed of numerous international affiliated businesses, most of
them united under the Samsung brand, including Samsung Electronics, the
world's largest electronics company,[4][5][6] Samsung Heavy Industries, the world's
second largest shipbuilder[7] and Samsung C&T, a major global construction
company. These three multinationals form the core of Samsung Group and reflect
its name - the meaning of the Korean word Samsung is "tristar" or "three stars".

Samsung has been the world's most popular consumer electronics brand since
2005 and is the best known South Korean brand in the world.[8] Samsung Group
accounts for more than 20% of South Korea's total exports[9] and is the leader in
many domestic industries, such as the financial, chemical, retail and entertainment
industries. The company's strong influence in South Korea is visible throughout
the nation, which has been referred to as the "Republic of Samsung".

Samsung Group has reason to sing. The charbroil (family-controlled

conglomerate) has surpassed its former archrival, the erstwhile Hyundai Group,
to become the #1 business group in South Korea. Samsung's flagship unit is
Samsung Electronics, which is the world's top maker of DRAMs and other
memory chips, as well as a global heavyweight in all sorts of electronic gear,
including LCD panels, DVD players, and wireless phones. Other affiliated
companies include credit-card unit Samsung Card, Samsung Life Insurance,
Samsung SDS (IT services), Samsung Securities, and trading arm Samsung C&T
Corporation.

Welcome to Samsung for 70 years, Samsung has been dedicated to making a

matter through diverse business that today span advanced technology,
semiconductors, skyscrapers and plant construction, petrochemicals, fashion,
medicine ,finance, hotels and more. Our flagship company, Samsung company
leads the global market in high tech electronics manufacturing and digital media.

Through innovative, reliable products and services talented people, a responsible

approach to business and global citizenship and collaboration with our partners
and customers, Samsung is taking the world in imaginative new directions.

Samsung India is the hub for Samsung's South West Asia Regional operations.
The South West Asia Headquarters, under the leadership of Mr. J S Shin,
President & CEO, looks after the Samsung business in Nepal, Sri Lanka,
Bangladesh, Maldives and Bhutan besides India. Samsung India which
commenced its operations in India in December 1995 enjoys a sales turnover of
over US$ 1Bn in just a decade of operations in the country.

Headquartered in New Delhi, Samsung India has widespread network of sales

offices all over the country . The Samsung manufacturing complex housing
manufacturing facilities for Color Televisions, Mobile phones, Refrigerators and
Washing Machines is located at Noida, near Delhi. Samsung 'Made in India'
products like Color Televisions, Mobile phones and Refrigerators are being
exported to Middle East, CIS and SAARC countries from its Noida manufacturing
complex. In November 2007, Samsung commenced the manufacture of Color
televisions and LCD televisions at its state–of-the-art manufacturing facility at
Sriperumbudur, Tamil Nadu. The Company is also manufacturing fully automatic
front loading washing machines at its Sriperumbudur facility
Background

Samsung is the world's leading consumer electronics brand and one of the top
twenty global brands.

View of the Samsung logo inside the Time Warner Center in New York City.

Currently helmed by Lee Soo-bin, CEO of Samsung Life Insurance, it has been
run by generations of one of the world's wealthiest families, formerly by chairman
Lee Kun-Hee, the third son of the founder, Lee Byung-Chull. Samsung Group also
owns the Sungkyunkwan University, a major private university in South Korea,
with many of its graduates being employed by Samsung Group affiliates.

Many major South Korean corporations such as CJ Corporation, Hansol Group,

Shinsegae Group and Joong-Ang Ilbo daily newspaper were previously part of the
Samsung Group. Though they are still controlled by ex-Chairman Lee Kun-hee's
relatives, they are no longer officially Samsung affiliates. Some leading companies
in South Korea, notably MP3 player manufacturer iriver and search engine portal
Naver, were established by ex-Samsung employees. A large number of South
Korean firms, particularly those in the electronics industry, are dependent on
Samsung for the supply of vital components or raw materials such as
semiconductor chips or LCD panels. This has led to continued allegations of price
fixing and monopolistic practices.

Samsung Group accounts for more than 20% of South Korea's total exports[9] and
in many domestic industries, Samsung Group is the sole monopoly dominating a
single market, its revenue as large as some countries' total GDP. In 2006, Samsung
Group would have been the 34th largest economy in the world if ranked, larger
than that of Argentina.[11] The company owns or has taken over so many mid to
small sized businesses that it is often called a 'colonial empire' or 'hungry
dinosaur'.

The company has a powerful influence on the country's economic development,

politics, media and culture, being a major driving force behind the Miracle on the
Han River; many businesses today use its international success as a role model.
The result is that all of our products—from memory chips that help businesses A
digital leader a responsible global citizen a multi faceted families of companies an
ethical business samsung is all of these and more. At samsung group and samsung
electronics our products our people and our approach to business are held to only
the highest standards so that we can more effectively contribute to the better
world.

The Samsung Philosophy

At Samsung, we follow a simple business philosophy: to devote our talent and

technology to creating superior products and services that contribute to a better
global society.

Every day, our people bring this philosophy to life. Our leaders search for the
brightest talent from around the world, and give them the resources they need to
be the best at what they dostore vital knowledge to mobile phones that connect
people across continents— have the power to enrich lives. And that’s what making
a better global society is all about.

Our Values

We believe that living by strong values is the key to good business. At Samsung, a
rigorous code of conduct and these core values are at the heart of every decision
we make.
People

Quite simply, a company is its people. At Samsung, we’re dedicated to giving our
people a wealth of opportunities to reach their full potential.

Excellence

Everything we do at Samsung is driven by an unyielding passion for excellence—

and an unfaltering commitment to develop the best products and services on the
market

Change

In today’s fast-paced global economy, change is constant and innovation is critical

to a company’s survival. As we have done for 70 years, we set our sights on the
future, anticipating market needs and demands so we can steer our company
toward long-term success.

Integrity

Operating in an ethical way is the foundation of our business. Everything we do is

guided by a moral compass that ensures fairness, respect for all stakeholders and
complete transparency.
Co-prosperity

A business cannot be successful unless it creates prosperity and opportunity for

others. Samsung is dedicated to being a socially and environmentally responsible
corporate citizen in every community where we operate around the globe.

VISION AMD MISSION

Our Vision

Samsung is guided by a singular vision: to lead the digital convergence movement.

We believe that through technology innovation today, we will find the solutions we
need to address the challenges of tomorrow. From technology comes opportunity
—for businesses to grow, for citizens in emerging markets to prosper by tapping
into the digital economy, and for people to invent new possibilities.

It’s our aim to develop innovative technologies and efficient processes that create
new markets, enrich people’s lives and continue to make Samsung a trusted
market leader. Growing to be the best

Samsung India aims to be the 'Best Company' in India. 'Best Company' in terms
of the internal workplace environment, our manpower, our products as well as our
efforts to make our customers happy through our products and services. Samsung
aims to grow in India by contributing to the Indian economy and making the lives
of our consumers simpler, easier and richer through our superior quality
products.

"Our aim is to gain technological leadership in the Indian marketplace.

Our Mission

Everything we do at Samsung is guided by our mission: to be the best “digital

Company
Samsung grew into a global corporation by facing challenges directly. In the years
ahead, our dedicated people will continue to embrace many challenges and come
up with creative ideas to develop products and services that lead in their markets.
Their ingenuity will continue to chart Samsung’s course as a profitable,
responsible global corporation.

SAMSUNG PROFILE 2008

PERFORMANCE

Wherever you are... in the hustle of the streets or the comfort of the
home...Samsung is part of the fabric of your life. As a global leader we are at the
forefront of change, anticipating today what our customers around the world will
want tomorrow.

2007 Financial Overview (WON/DOLLARS/EUROS)

2007 Financial Overview

AMOUNTS IN BILLIONS WON DOLLARS EUROS
Net Sales* 161,847.4 174.2 127.2
Total Assets 284,165.5 302.9 205.7
Total Liabilities 180,833.2 192.7 130.9
Total Stockholder's Equity 103,332.3 110.1 74.8
Net Income* 12,873.7 13.9 10.1

[Amounts in billions]

Won/U.S. dollar yearly average exchange rate: 929.20/1, Won/Euro: 1,272.72/1

Won/U.S. dollar as of the end of December 31, 2007: 938.20/1, Won/Euro:
1,381.26/1
Financial data includes Samsung affiliates ending their fiscal year at the end of
March 2008,
such as Samsung Life Insurance, Samsung Fire & Marine Insurance,
Samsung Securities, Samsung Investment Trust Management.
Markets

• Samsung is currently the world's No. 3 maker of compact cameras.

• Samsung is the world's largest producer of DRAM, SRAM and Flash

Memory.

•
• Samsung is a leading manufacturer of computers such as the Q1 Ultra
Mobile PC.

• Samsung is the world's largest manufacturer of LCD displays.

• Samsung, the world’s number one manufacturer of CRT and TFT

computer monitors.

• Samsung is the world's 4th-largest manufacturer of Hard disk drives.

• Samsung SDI Co., the world's second- largest maker of Lithium-ion

batteries.

• Samsung is the world's second- largest maker of multifunction printers

Device solutions business

Currently, Samsung has sixteen products that have dominated the world’s market
share, including: DRAM, color cathode-ray tube TVs (CPT, CDT), SRAM, TFT-
LCD glass substrates, TFT-LCD, STN-LCD, tuner, CDMA handset, color
television (CTV), monitor, flash memory, LCD Driver IC (LDI), PDP module,
PCB for handheld (mobile phone plates), Flame Retardant ABS, and Dimethyl
Formamide (DMF).
Plus in the Television market, Samsung and LG make the only screens for LCD
TFT televisions and then later sell them on to the other companies.

According to Interbrand and BusinessWeek, Samsung’s brand value ranked 43rd

(USD 5.2billion) in 2000, 42nd (USD 6.4 billion) in 2001, 34th (USD 8.3 billion) in
2002, 25th (USD 10.8 billion) in 2003, 21st (USD 12.5 billion) in 2004, and 20th
(14.9 billion) in 2005 among top global companies.

In terms of export that directly contributes to the Korean economy, Samsung took
up 18.1% of the all exports with USD 31.2 billion in 2000 and 20.7% with USD
52.7 billion in 2004. In addition, Samsung's tax payments to the Korean
government in 2003 was KRW 6.5 trillion, which is about 6.3% of total tax
revenue.

The market value of Samsung in 1997 reached KRW 7.3 trillion in 1997, which
amounted to 10.3% of the Korean market but this figure increased to KRW 90.8
trillion taking up 22.4% in 2004.

Moreover, the annual net profit of Samsung marked KRW 5.8 trillion in 2001,
KRW 11.7 trillion in 2002, KRW 7.4 trillion in 2003, and KRW 15.7 trillion in
2004, showing forth a steady increase.

In order to enhance the working environment and build a strong and trustworthy
foundation, the semiconductor sector of Samsung Electronics has been conducting
a ‘Great Workplace Program’ called GWP since 1998. Then, in 2003, GWP has
spread throughout the entire Samsung Group as Samsung Fire and Marine
Insurance, Samsung SDI, Samsung Everland, Samsung Corporation, Cheil
Industries, Samsung Networks, and others started to apply its core principles. In
2006, 9 subsidiary companies of Samsung Electronics, 80 overseas branches, and
130 overseas business sectors have reported that they are actively applying the
GWP.

Dramatic surge in Net Profits starting in the late 90's: $2.2 billion (1999), $7.3
billion (2000), $8.9 billion (2002), $11.8 billion (2004).
Samsung's Brand Value conducted by Interbrand of the world's top 100 brands:
$6.4 billion (2001), $8.3 billion (2002), $10.8 billion (2003), $12.5 billion (2004),
$14.9 billion (2005).

Market Capitalization (Ratio to the total market value of all Korean listed stocks):
A dramatic increase from 7.3 trillion KRW, 10.3% of the total national listing
value in 1997. At the end of 2004 national listing value in 22.4%.

Samsung's Annual Profits Growth: $4.5 billion (2001), $8.9 billion (2002), $5.6
billion (2003), $11.8 billion (2004) and Debt-to-Equity Ratio Decrease: 104%
(2000), 78% (2001), 68% (2002), 56% (2003), 51% (2004)

Affiliated companies

Samsung is comprised of companies that are setting new standards in a wide range
of businesses, from consumer electronics to petrochemicals, from advertising to
life insurance. They share a commitment to creating innovative, high quality
products that are relied on every day by millions of people and businesses around
the world.

• Samsung SDI
• Samsung Corning Precision Glass
• Samsung SDS
• Samsung Networks Samsung Techwin
• Samsung Mobile Display
• Samsung Digital Imaging

• Samsung Heavy Industries

• Samsung Total Petrochemicals

 • Samsung Petrochemicals
• Samsung Fine Chemicals

• Samsung Life Insurance

• Samsung Fire & Marine Insurance
• Samsung Card
• Samsung Securities
• Samsung Investment Trust Management
• Samsung Venture Investment

• Samsung C&T Corporation

• Samsung Engineering
• Cheil Industries
• Samsung Everland
• The Shilla Hotels & Resorts
• Cheil Worldwide
• S1 Corporation
• Samsung Medical Centre
• Samsung Human Resources Development Centre
• Samsung Economics Research Institute
• Samsung Lions
• The Ho-Am Foundation
• Samsung Foundation of Culture
• Samsung Welfare Foundation
• Samsung Life Public Welfare Foundation

From stylish phones to the semiconductor, from DRAM to digital tvs, samsung
encompases a variety of businesses that harness speed, creativity and efficiently to
invent, develop and market the products that are defining how we live today. With
more than a quarter of samsung employees engaged in research and development,
each of our businesses is focused on discovring new technologies,products and
services that will open a new world of possobilities for the people who use them.

Circular investment

The relations of Samsung companies are very complicated. According to the

Financial Supervisory Service of South Korea, Samsung Everland owns 13.3% of
Samsung Life Insurance; Samsung Life Insurance holds 34.5% of Samsung Card
and 7.2% of Samsung Electronics, as well as more of other Samsung companies.

Samsung Electronics in turns keeps 46.0% of Samsung Card and stocks of other
Samsung companies; and finally, Samsung Card holds 25.6% of Samsung
Everland.

The family of Lee Kun-hee owns 40% of Samsung Everland, whilst Samsung Card
holds 25.6%, and related people have another 30%. Thus it is thought that Lee
controls 95% of Samsung Everland. Control of one company, through the circular
investment, enables the Lee family to control other Samsung companies despite
having only relatively minor holdings.

Through innovative technology, distinctive designs, and a dual focus on

convenience and value, Samsung has remained at the forefront of the digital
revolution we helped launch. We lead the global digital marketplace by
continually launching new products that not only meet- but also anticipate-
customers' demands.

The Digital Media & Communications Business also encompasses world-leading,

premium home appliances that are stylishly designed, equipped with convenient
digital features, and environmentally friendly. Our lineup includes refrigerators,
air conditioners, washers, ovens, vacuum cleaners and other appliances that are
indispensible in today's households.
A premium brand image has powered Samsung's growth in the
telecommunications category. We lead the global telecommunication industry with
the widest range of mobile phones on the market today - including 3G and
multimedia phones - in addition to telecommunication systems.

Our mobile phones, admired by customers around the world, enhance mobile
lifestyles while meeting the diverse needs of the mobile marketplace. We've led the
standardisation of next-generation mobile phone technologies such as Mobile

WiMAX and High-Speed Downlink Packet Access (HSDPA) to solidify our

alliances with phone carriers around the world.

The business also comprises personal computers and MP3 players, creating
synergies across platforms. We merge the latest mobile technology with core
computing technology for the PC business, while mobile technologies - also
combine with our world-leading power efficiency and design to enhance MP3
player capabilities. Our goal is to use our leadership in technological convergence
to guide the industry as it takes mobility to the next level.

Everyday, more than a quarter of all Samsung employees—40,000 people—engage

in research and development to discover the next generation of powerhouse
products that will take everyday life beyond the ordinary—beyond
imagination.

The company’s thrust on Product Innovation and R&D have given the company a
competitive edge in the marketplace. Samsung has two Software development
centres - Samsung India Software Centre (SISC) and Samsung India Software
operations unit (SISO) at Noida and Bangalore respectively.

While the Samsung India Software Centre in developing software solutions in

Samsung’s global software requirements for hi-end televisions like Plasma and
LCD TVs and Digital Media Products, SISO is working on major projects for
Samsung Electronics in the area of telecom: wireless terminals and infrastructure,
Networking, SoC (System on Chip) Digital Printing and other multimedia/digital
media as well as application software. In addition to working on global R&D
projects, SISO is also helping Samsung India’s Mobile business by focusing on
product customisation for the Indian market. Samsung India currently employs
around 2000 employees across its R&D Centres at Noida and Bangalore.

Samsung India is also carrying out Hardware R&D at its Noida R&D Centre. The
focus of the R&D Centre is to customise both Consumer Electronics and Home
Appliance products to better meet the needs of Indian consumers. From Flat
televisions with 'Easy View' technology, Frost free refrigerators with Stabiliser
free operations to Semi automatic washing machines with Silver Nano technology,
the Samsung R&D Centres in India are helping the company to continuously
innovate and introduce products customised for the Indian market.

R&D at Samsung

People

One of Samsung's strongest assets is our team of talented researchers and

engineers. More than a quarter of all Samsung employees—42,000 people—work
everyday in research and development, and we expect that number to surpass
50,000 by 2010. At—and among—our 42 research facilities around the world, they
collaborate on strategic technologies for the future and original technologies
designed to forge new market trends and set new standards for excellence.

Organisation

Samsung's R&D organization has three layers. The Samsung Advanced Institute
of Technology (SAIT), Samsung's technology competitiveness in core business
areas, identifies growth engines for the future, and oversees the securing and
management of technology. The R&D centres of each business focus on technology
that is expected to deliver the most promising long-term results. Division product
development teams are responsible for commercialising products scheduled to hit
the market within one or two years.

Investment

A critical way that Samsung responds to the highly uncertain business

environment and the increasingly competitive marketplace is through our
commitment to R&D. Each year we invest at least 9% of our sales revenue in
R&D activities. Samsung is committed to leading technology standardisation and
securing intellectual property rights.

Global R&D Network

Innovation is a global enterprise at Samsung. Our research and development

network spans six Samsung centres in Korea and 18 more in nine other countries,
including the United States, the United Kingdom, Russia, Israel, India, Japan and
China, as well as other research centres and universities. Closely linked, these
centres are tasked with hiring top-notch local talent, investigating the latest local
technology trends, and bringing to life those technologies that offer the greatest
benefits.

R&D Areas and Centre Name

Centre Name R&D Areas
Samsung Information Systems Strategic parts and components, core
America, Inc. (SISA) technologies
Technologies and products for next-generation
Dallas Telecom Laboratory (DTL)
telecommunications systems
Samsung Electronics Research
Mobile phones and digital TV software
Institute (SERI)
Moscow Samsung Research Optics, software algorithms and other new
Centre (SRC) technologies
Samsung Electronics India System software for digital products, protocols
Software Operations (SISO) for wired/wireless networks and handsets
Samsung Telecom Research Israel
Hebrew software for mobile phones
(STRI)
R&D Areas and Centre Name
Centre Name R&D Areas
Beijing Samsung Mobile telecommunications standardisation and
Telecommunication (BST) commercialisation for China
Samsung Semiconductor China
Semiconductor packages and solutions
R&D (SSCR)
Samsung Electronics Software, digital TVs and MP3 players for
(China）R&D Centre (SCRC) China
Samsung Yokohama Research Core next-generation parts and components,
Institute digital technologies

Samsung’s state of the art, highly automated manufacturing facilities are located
at the Company’s sprawling Complex at Noida and its recently inaugurated
Sriperumbudur facility, near Chennai. Samsung India’s Noida CTV Plant enjoys
the Number 1 position amongst all Samsung subsidiaries in terms of its Colour
television productivity and has been ranked as the subsidiary with the ‘Best
Quality System’.

The manufacturing capacities of Samsung products manufactured at the Noida

Facility are as follows:
PRODUCT DETAILS
CTV Flat TVs & LCD TVs
Colour Monitor CRT & TFT LCD Monitor
Refrigerator Frost-free and Conventional Refrigerators
Washing Machine Fully Automatic and Semi Automatic
Mobile phones GSM Handsets

The highly advanced Chennai Facility that has been inaugurated in November
2007 will help the Company respond better and faster to the growing demand for
its products in the Southern part of the country. The Samsung manufacturing
facility at Sriperumbudur is the Company's second manufacturing complex in the
country.
Samsung India is working with and contributing to the development of the
domestic component industry in the country. The Company is working with its
partners to improve their product quality and processes. Thus, Samsung vendors
are sent to different Samsung subsidiaries to meet the Samsung overseas vendors
in order to benchmark their own processes. Samsung is also training its vendors
on eco-partnership so that the components manufactured by them are ‘eco
friendly’ as per ROHS norms.

Samsung products manufactured in India currently enjoy an average localisation

level of over 50%.

Patent Innovations

It is among the top innovators in the U.S. where Samsung topped the patent list
with over 7,400 patents granted, nearly 1,000 more than IBM. Elsewhere, the
situationquite different. Only one non-European firm (Samsung) made it into the
top ten in Europe.
There are many ways in which Samsung act as a Social
Citizen

Choose an area below to learn how Samsung is making a difference.

• Social Welfare
• Culture and Arts
• Volunteer Services
• Academics and Education

Social Welfare

Samsung lends support to people and their communities in many different ways.
Our current area of focus is on investing in teenagers’ futures, through support of
science education and creative thinking that encourages leadership; assisting
children in low-income families by supporting educational infrastructure, and
discovering and supporting outstanding students; and supporting programmes
that encourage family well-being. We also carry out programmes in these areas at
each of our eight volunteer centres.

Culture and Arts

Samsung provides support for diverse artistic and cultural activities around the
world. Over the years, Samsung has contributed extensively to numerous
museums, galleries and exhibits in Korea and in many countries, including the
United States and France. The Samsung Museum of Modern Art collects preserves
and exhibits modern and contemporary art from Korea and abroad, while the
Samsung Children's Museum, the first of its kind in Korea, invites children have
fun exploring the world they live in. Samsung also hosts and supports various
cultural events for children and programmes that encourage their early artistic
development.
Volunteer Services

In 1995, Samsung launched the Social Contribution Corps to encourage employees

to get involved in community service. The initiative has since expanded to eight
volunteer centres across Korea, manned by social welfare experts who support the
development of employee volunteer programmes. Our employees use their
expertise and skills to give back to local communities, and each employee donates
an average of 10 hours to community-based projects

Academics and Education

Strengthening the minds and fostering the creativity of young people is a primary
focus of many of Samsung’s programmes. Samsung is a major supporter of the
Korea Youth Science Olympiad, the country’s most prestigious science
competition for junior, middle and high schools and the National Students
Creativity Olympiad, aimed at encouraging inventiveness among students from
junior to high school levels.

OLYMPIC SCHOLARSHIP PROGRAM FOR INDIAN ATHLETES

Digital technology leader, Samsung India has announced a Samsung Scholarship

Programme to support seven top Indian athletes as they prepare for the
forthcoming Beijing Olympics. The 'Samsung Olympic Ratnas' who have been
identified for this Scholarship are:
- World Shooting Champion 2006, Rajiv Gandhi Khel Ratna Award Winner 2006
and Samsung Olympic Brand Ambassador : Manavjit Singh Sandhu
- Silver Medal Winner at the 2004 Athens Games and Rajiv Gandhi Khel Ratna
Award Winner 2004 : Rajyavardhan Singh Rathore
- First Indian shooter to win a World Championship Gold in Zagreb in 2006 and
Rajiv Gandhi Khel Ratna Award Winner in the Year 2001 : Abhinav Bindra
- Silver Medal Winner at the Commonwealth Games 2006 and Rajiv Gandhi Khel
Ratna Award Winner 2003 : Anjali Bhagwat
- Silver Medal Winner at the Commonwealth Games 2006 and 2007 National
Games : Avneet Kaur Sidhu
- First Indian Archer to qualify for the Olympics and Gold Medal winner at the
Archery World Cup 2007 : Dola Banerjee.
- 2007 National Boxing Champion and Silver Medal Winner at the SAF Games
2006 : A L Lakra
Patterned on the Olympic Solidarity Fund, the Samsung Scholarship Programme
will support the training expenses of these players for a period of one year,
between October 2007 and September 2008.

Samsung India has also become the 'Olympic Partner' for the Indian delegation to
the 2008 Beijing Olympics. The Company will be the Official Sponsor in the
category of Consumer Electronics, IT and Telecommunications.

On the Samsung Olympic Scholarship Programme, states Mr. H B Lee, President

& CEO, Samsung South West Asia HQ, "Our Olympic programme seeks to
support the training needs of these seven, high potential, high caliber athletes, who
we hope can return from Beijing with Medals for the country. Hence, the term
'Samsung Olympic Ratna' for them."

Samsung India's association with the Indian Olympic Association commenced with
the 1998 Bangkok Asian Games and ever since the Company has supported the
Indian Contingent to the Y2000 Sydney Olympics, Y2002 Busan Asian Games, the
Y2004 Athens Olympics and now the 2008 Beijing Olympics

It has been our continuous endeavour to bring alive the pride and spirit of the
Olympics for our Indian consumers. Over the coming few months, we will
continue to organise Olympic related events in India to build interest and support
for the Olympics and the Indian team." states Mr Lee.

Samsung Electronics, the parent Company of Samsung India, is the Proud Partner
for the 2008 Olympic Torch Relay and is a Top Olympic Partner. This Year,
Samsung Electronics has also announced its support for the Olympic Movement
over the next eight years, till the 2016 Olympic Games.

PRODUCTS

IT business products
Monitors
Mobile Computing
P3 Channel Partner Program
Data Projectors

Printers & Multifunction

• Black and White Laser Printers

• Color Laser Printers
• Black and White Multifunction Printers
• Color Multifunction Laser Printers
• Supplies and Accessories
• Printer Knowledge Center

Professional Displays

• Large Format LCD

• Large Format Plasma
• Home Theater Projectors
• Knowledge Center

Telecommunication

• Business Telephone System

• Mobile
• Enterprise
• Solution
• Home

Set-top box
 • HDTV Tuners
• Digital Video Recorder
• Digital Satellite Receiver
• Digital Terrestrial Receiver
• Digital Cable Receiver

CCTV

• Camera
Monitor
• DVR
• Network
• Controller
• EZ View
• Housing & Mount

what's new
Samsung Announces Production of Next-gen Nonvolatile
Memory—PRAM

Samsung has begun producing 512-Mb PRAM memory - a new non-volatile memory
technology that features high-performance and low power consumption. PRAM
(phase change random access memory) is expected to usher in the next generation of
non-volatile memory technology for mobile devices, particularly multimedia handsets
and smartphones. More scalable than other memory architectures being researched,
PRAM combines the speed of RAM for processing functions, with the non-volatile
characteristics of flash memory for storage. Also, by using PRAM, the battery life of a
handset can be extended over 20 percent.
Products

Consumer Products

• Mobile phones - CDMA, GSM

• Televisions - LED TV, LCD TV, Plasma TV, DLP TV
• Audio/Video - Blu-ray, Home theater, Home theater projectors, MP3
players, DVD players, Digital set top box
• Cameras & Camcorders - Digital cameras, Camcorders
• Computers & Peripherals - Mobile computing, Desktop monitors, Data
projectors, Digital photo frame, Hard disk drive, Optical disc drive
• Printers & Multifunction - Monochrome laser printers ,Color laser
printers, Monochrome laser multifunction printers & faxes, Color laser
multifunction printers & faxes, Supplies & Accessories
• Home appliances - Refrigerators, Washers & Dryers, Ranges, Dishwashers,
Microwaves, Air conditioners, Vacuum cleaner
• CCTV - Camera, Monitor, DVR, Network,Controller, EZ View, Housing &
Mounts
• Business Products - Mobile computing, LCD monitors, Data projector
• Telecommunication- Business telephone systems
• Set Top Box- Digital video recorder, Digital satellite receiver, Digital
terrestrial receiver, Digital cable receiver

New Business Area

• May 21, 2009 - Samsung enters wind turbine market[52]

 • Jul 5, 2009 - Samsung Engineering Wins $2.6 Billion Oil Refinery Project
In Algeria[53]
• Jul 8, 2009 - Samsung wins $1.6 bln Saudi refinery order from Satorp(Joint
venture set up by Saudi Arabia's state-run oil company Aramco and
France's Total S.A.)[54]
• Jul 13, 2009 - Samsung partners with Coca-Cola on new vending
machines[55]
• Jul 14, 2009 - Samsung & Gallant Air Conditioning open the Air
Conditioning Training School in Mansfield UK.
• Jul 14, 2009 - Samsung-Bosch battery venture buys U.S. Cobasys from
Chevron Corporation[56]
• Jul 15, 2009 - Samsung to invest $389 million in biosimilars:
report(Reuters)[57]
• Jul 16, 2009 - Hyundai Motor, Samsung Join for Car Chips [58]
• Jul 20, 2009 - Samsung Electronics to Invest $4.3B in Green
Transformation : report(Reuters)[59]
• JUL 28, 2009 - Samsung Heavy Gets $5B Offshore LNG Facility Order
From Royal Dutch Shell[60]
• Jul 29, 2009 - Samsung, LG, and SK Telecom to jointly develop chips[61]
• Aug 03, 2009 - BMW to use Bosch-Samsung batteries for e-car; MUNICH;
Germany — SB LiMotive, a joint venture of Bosch and Samsung focused
on the production of lithium ion batteries, has announced its first
customer: BMW will use SB LiMotive batteries to power its electric cars.

Main competitors

• Camcorder — Sony, Panasonic

• Laser printer — HP, Brother Industries, Xerox Corporation, Epson
• Laptop computer — HP, DELL, Acer Inc, Lenovo
• Video projector — Epson
• MP3 players — Apple Inc, Iriver
• Home appliances — Whirlpool, Electrolux (AEG), LG, General Electric,
Bosch-Siemens
• Optical disc drives — LG, Toshiba
• Home cinema — Sony, Philips, Panasonic, LG, Onkyo, Yamaha, Denon,
Kenwood Corporation
• CCTV — Pelco
• Telecommunications equipment — Alcatel-Lucent, Nortel, Ericsson
• LED — Nichia, Osram
• Shipbuilding — Hyundai Heavy Industries, Daewoo Shipbuilding &
Marine Engineering
• Photocopiers — Ricoh, Canon, Xerox, Sharp Corporation, Toshiba,
Kyocera Mita, Panasonic
• Fax — Xerox, Sharp Corporation, Ricoh, Kyocera Mita, Murata
Machinery, Toshiba, Panasonic
 Chapter : 2

Introduction of organisational culture

Organisational culture
Introduction

The internal working of every organisation has certain commonly perceived

psychological characteristics or traits which are collectively called its culture or
mileu. These traits generally vary from organisation to organisation to organistion
are relatively stable over the time and influence the behaviour of people in the
organisation. Thus every organisation has its own unique culture.not only thiseven
different departments of same organisation may have different cultures depending
upon the perception of members of the departments. Various personal
characteristics such as values,needs,attidutes,exceptions etc. determine the manner
in which members are likely to perceive the various aspects of internal working.

“The culture of your organisation is the state of its health”.

“A healthy oraganistion is one which obviuios effort made to get people with
different backgrounds,skills,and abilities to work together towards the goal of the
oragnisation.”

An effective,culturally diverse organisation is one whose culture is inclusive of all

of the varying groups and constituencies it intends to serve. The organisation’s
values,vision,mission,policies,procedures and norms constitute a culture thjat is
manifested in multiple perspectives and adaptability to varying values,beliefs and
communication styles.

For many companies the proper implementation of an organisational culture

survey can prpvide valueable information that can be usedto guide and increase its
success. However, Companies that choose to implement a survey must be prepared
to respond to both positive and negative results, and work with employees to make
improvements in the wprk environment. Failure to respond to employee feedback
can ultimately increase the number of workorce problems experienced within
organisation.
Defining Culture

Perception about an organisational goals and decisions that a manager should take
to achieve these goals come not only from the formal control system but also
through the informal organisation. Both informal and formal structure combine to
create what ia called organisational culture.

It influences morale and the attitude of the individuals towards his work and his
environment. Organisation culture has been a popular concept in the theory and
research for sometime and has received a great deal of attention in the past 25yrs.

Organisational culture is a system of shared beliefs and attitudes that develop

within an organisation and guides the behaviour of its member.
It is also known as “corporate culture:, and has a major impact on the
performance of organisation and specially the quality of work life experienced by
the employees. Organisational culture “ consists of the norms, values and
unwritten rules of conduct ofan organisation as well as management styles,
priorities, beliefs and inter personal behaviours that prevail.

Concept of organisational culture.

• Culture implies a pattern of beliefs and behaviour. It is cultivated

behaviour in the sense that it is learnt from the members of the society.
 • Organisational culture is the totality of beliefs, customs, traditions, and
values shared by the members of the organisation. The culture
characteristics of an organisation are relatively enduring over time and
relatively static in their prosperity to change .

• Together they create a climate that influences how well people

communicate ,plan and make decisions.

• Strong values let people know that is expected of them. There are clear
guidelines as to how employees are to behave generally within the
organisation an their expected code of conduct outside the organisation.

Nature of organisational culture

The features of organisational culture are as under :

 • Like an individual every organisation has its own personality.
• The personality of the organisation defines the internal environment of an
organisation.
• It differentiates an organisation from the others.
• It relatively enduring or stable over the time.
• It is perceived by the members and outsiders.
• It exercises a significant influence on the attitudes, behaviour and
performance of organisational members.

Schein observed that atleast six popular meanings could be ascribed to

organisational culture. These are :

• The observed behavioural regularities in the interactions, language and

rituals of the organisation members.
• The norms which evolve over a period of time in working groups.
• The philosophy which guides the decisions and policies of an orgaisation.
• The rules of the game one must learn in order to be accepted in the
organisation.
• The dominant values which are exposed by the organisation(or by the
dominant members of the organisation).
• The climate that pervades and gets conveyed in the day to day functioning
of the organisation.

Components of organisational culture

It can be difficult to identify the large number of organisational culture areas that
exists. Recent research has identified over 460 different types of work environment
characteristics that have been measured. Many of these characteristics can be
classified into the following major areas : jobs, roles, leader, organisation and
workgroup. In many companies there are particular areas where employee
feedback would be useful.

The basis of organisational culture lies in the following :

• Individual autonomy : i.e the degree to which employees are free to

manage themselves or not accountable to others.

• Position structure : i.e the extend of formalisation, centralisation and

direct supervision.

• Reward orientation : i.e the extend to which rewards are related to

performance and the required system of behaviour in the organisation.

• Consideration : i.e the extend to which the people in the organisation

offer social emotional support to each other and work as a team. Whether
the supervision is production oriented or people oriented?

• Conflict : i.e the extend of differences present between individuals and

departments and the way which they are resolved.

• Risk taking : i.e the degree o freedom to experiment with new ideas, take
risks and commit honest mistakes without fear of punishment.

• Communication patterns : the degree to which organisational

communications are restricted to the formal hierarchy of authority.

• Outcome orientation : the degree to which management focuses on

results or outcomes rather than on the techniques and processes used to
achieve these outcomes.
Types of organisational culture

Authoritarian and participative cultures : In this type of culture. There is

centralisation of power with the leader and obedience to orders and discipline are
stressed. Any disobedience is punished severely to state an example to others. The
basic assumption is that the leader knows what is good for an organisation and he
always acts in its interests. Participative culture tends to emerge where most of the
organisational members see themselves is equals and take part in decision making.
Mechanistic and organic cultures : The mechanistic organisational culture
exhibits the values of bureaucracy and so is called ‘bureaucratic culture’.
Organisational jobs are created around narrow specialisations and people think of
their careers mainly within these specialisations, authority is thought of as flowing
down from the top of the organisation to the lower levels and communication flows
through prescribed channels. There is a great deal of departmental loyalty And
inter-departmental animosity. This sort of culture resists change and innovation.

In Organic culture formal hierarchy of authority, departmental boundaries,

formal boundaries, formal rules and regulations, and prescribed channels of
communications are forward upon. There is a great deal of emphasis on task
accomplishment, team work and free flow of communication-formal and informal.
There is a widespread understanding within staffing of the problems, threats and
opportunities the organisation is facing and there is willingness and preparedness
to take appropriate roles to solve the problems. The culture stresses flexibility,
consultation, change and innovation.

Sub Culture and Dominant Culture : Each department of an organisation

may have its own culture representing a sub culture of the system. An organisation
culture emerges where there is an integration of all the departments into a unified
whole. Within any given unit, the tendency for integration and consistency will be
assumed to be present but it is perfectly possible for coexisting units of a larger
system to have cultures that are independent and even in conflict with each other.
Role and significance of organisational culture

• Each organisation is recognised by its culture. Whenever people name an

organisation, the culture attached to the organisation is immediately
recalled. An organisation is distinctively different from other organisations
by virtue of its cultural values, beliefs and norms. Besides this the following
functions are performed by the organisational culture.

• Organisational culture creates the boundary beyond which no employees

are permitted to go. They automatically observe the organisational
standards and norms of behaviour.

• An organisation is well recognised by its culture, the culture of an

organisation provides its stability. People prefer to continue with the
organisation. Employees, customers, financers and other related persons
prefer to remain with the organisation.

• The social recognition of the organisational culture makes the organisation

grow and develop in all dimensions.

• Organisational culture acts as a motivator that guides and controls the

employees. Satisfied employees get more and enthusiasm for performing
the respective jobs.

• The attitude and behaviour of the employees are directed towards the
achievement of goals through a sound culture. Disciplined employees make
other employees disciplined and well behaved.
Advantages of organisational culture

• The advantages of a sound organisational culture are ultimately reflected

in employees performance and satisfaction. The image of an organisation is
increased and people are satisfied with the performance of the
oragnisation. People’s satisfaction lies in the employees smile. It is
instrumental to increased production and satisfaction.

• A strong culture ensures better performances. Culture enhances

organisational commitment and increases the consistency of employee
behaviour. It reduces ambiguity and tells implicitly what to do and how to
do.

• There is a great deal of departmental loyalty and inter departmental

animosity. This sort of culture resits change and innovation.

• In the organic culture, formal hierarchy of authority, departmental

boundaries, formal rules and regulations, and prescribed channels of
communications are frowned upon.

• There is great deal of emphasis on task accomplishment team work, free

flow of communication- formal and informal.

• There is a widespread understanding within staff of the problems, threats,

and opportunities the organisation is facing and there is willingness and
preparedness to take appropriate roles to solve the problems. The culture
stresses flexibility, consultation, change and innovation.

Creation of culture

Organisation culture provides the members with a sense of organisational identity

and generates a commitment to beliefs and values that are larger than themselves.
Creation of organisational culture is a very lengthy and complicated process.
According to a noted social psychologist, Edgar Schein, evolution of common
assumptions of the organisational members is the starting stage of creation of the
organisational culture. These assumptions act as the basis of creation of shared
values. Both assumptions and values are non observable elements of the culture.
At the last stage, observable artefacts of the culture are developed . thus according
to Edgar Schein culture exists on three levels: on the surface we find artefacts,
underneath artefacts lie values and behavioural norms and at the deepest levels
lies a core of beliefs and assumptions. Schein model of culture is shown in the
figure and the three levels it depicts are described below :

Artifacts

Beliefs and values

Assumptions

A) Observable Artifacts : These are symbols of culture in the physical and

social work environment and are most visible and accessible. Among the artefacts
of culture are the following :

• Organisational heroes : As a reflection of the organisation’s philosophy

, this dimension concerns the behaviour of top executives and their
leadership styles. These leaders become the role models and a
personification of an organisation’s culture. They represent what the
company stands for and reinforce the values of the culture.
 • Stories : Stories and myths about organisation’s heroes are powerful tools
to reinforce cultural values throughout the organisation and specially in
orienting new employees, these stories and myths are often filtered through
a cultural network and remind employees as to why we do things in a
certain way.

• Cultural symbols : Symbols communicate organisational culture by

unspoken messages. Certain code or dress or company’s logo can reflect its
values and orientations. Some of the material artefacts created by an
organisation might also speak of its cultural orientation.

B) Shared Values : values are the second and the deeper level of culture and are
reflected in the way individuals actually behave. Values reflect an organisation’s
underlying beliefs as to what should be and what should not be. Values are those
principles and qualities that shape our thinking and behaviour.
Values are emotionally charged priorities. The are learned during the process of
socialisation, through family environment of upbringing and through religious
influences. Values are of two types : Instrumental and Terminal values.
Instrumental values define such enduring beliefs that certain behaviours are
appropriate at all times irrespective of the objectives or outcomes. On the other
hand, Terminal values are beliefs that certain more tangible objectives are worth
striving for and the objectives become more important the appropriateness of the
behaviour in achieving such objectives.

C) Assumptions : Assumptions are the deepest and most fundamental level of an

organisation’s culture. These are deeply held beliefs which are not objectively
observable but manifest themselves in the behaviour of people so strongly that any
violation of such beliefs would be unthinkable. These common assumptions,
though expressed at the organisational level, can be traced to larger social and
cultural values held by a particular society or nation.
MAINTIANING A CULTURE

Once a culture has been created there are practices within the organisation that
help keep it alive. Three such practices are selection process actions of top
management, and socialisation. These are discussed as under :

• Selection of Employees : The main purpose of selection is to procure

right type of people for right jobs. When, for a given job, two or more
candidates, with identical skills and abilities, are available, final selection is
influenced by how well the candidate fits into the organisation. Its is by
selecting the candidate who can culturally match the organistion culture.

• Action of top management : Besides managerial vision and

philosophy, the action of top executives also have a major impact on the
organisational culture. Through what they say and how they behave, senior
executive establish norms that filter down through the organisation as to
whether risk taking is desirable.

Differences and similarities between Culture and Climate

Robert Owen’s (1987)contends that in education in the term has enjoyed wide
usage in the past, but the more inclusive term organisational culture is rapidly
coming into the use in the literature. One therefore needs to ask whether these
terms are similar or whether they mean different.

Culture : The literature is replete with definitions of culture, however there is a

high degree of agreement among writers and how it relates to and differs from
climate. Schein (1985) defines culture as “the solution to external and internal
problems that has worked consistently for a group and that is therefore taught to
new members as the correct way to perceive, think about and feel in relation to
these problems.”

Dean and Kennedy defines culture “ consisting of patterns of thought, behaviour

and artifacts that symbolises and give meaning of the workplace”.

Similarly Killman Etal define culture as “the shared

philosphies,ideologies,values,assumptions,beliefs,expectations,attitudes and norms
that knit a community together. All however agree that these “ interrelated
psychological qualities” indicate he groups agree, implicitly or explicitly, on how
problems are solved and decisions made.
In everyday usage it is typically described as “the way things are done around
here” or “what people believe does or does not work in their workplace.

Schein contends that these” solutions eventually come to be assumption about the
nature of reality, time, truth, space, human nature, human activity and human
relationships.” They eventually become taken for granted and drop out of
awareness. Because of the human need for consistency and order, the assumption
tend to form a pattern that is implicit, taken for granted and unconscious. It is
only through a process of inquiry that they are brought to the surface.

Norms may be negative or positive. In our attempts to improve schools we often

ask to asses and analyse their culture. In particular we focus on the norms that
operate within the schools. We have found this to be extremely useful activity to
help the school staff understand its basis of operation. In many cases the staff are
quick to suggest mechanism for achieving higher performance and improved
morale.

At somewhat deeper levels lie in the hidden assumptions, according to schein.

These are the fundamental beliefs behind all decisions and actions. Examples of
assumptions might be that all kids are lazy and evil, what worked in the schools in
the past is good enough for today, personal gain more important than gain and I
am here basically to teach.
At the deepest level of culture, according to schein is “ the collective manifestation
of human nature the collection of human dynamics, wants, motives and desires
that make a group of people unique. Because most organisations are collectively of
individuals with unique wants and desires, understanding and changing culture
can be difficult.

Deal contends that in order to understand the culture needs in a school one has to
understand the symbolism that exists. These include the rituals, myths, traditions,
rites and informal network of players and language. It is through these mechanism
that human meanings and values are transmitted.

Owen’s for example, contends that the bell schedule is one of the many powerful
cultural symbols that help to create climate in our schools.

Climate : in that climate has been previously defined, only a brief summary is
necessary. Essentially climate is the perception that individuals have of various
aspects of the internal environment of the school and that influences their
behaviour. Climate is also closely associated with the notion of satisfaction. The
determination of climate characteristics is usually elicited through the perception
of respondents to a questionnaire.

Organisational climate which is integral to and yet only a part of an organisation’s

culture is easier to change than its culture. Organisational climate is found in the
private language of the organisation, such as the conversations about work among
staff during coffee breaks. Climate is manifested in the observable routines and
rewards of the organisation. The routines are the events and practice of an
organisation. The rewards pertain to what behaviours get acknowledged,
supported and rewarded.

The major similarities between the two concept pointed out by Rousseau(1988)
based on the studies by different authors like James and sells, Joyee and Solcum,
Louis and many more.
 • Both climate and culture concepts emphasise consistency and consensus
among the members of the unit.

• Both the concepts are composed of beliefs or individual cognitions.

• Both the concepts are historical, enduring and resistant to change in

nature.

• Both the concepts show the tendency towards differentiation with members
in different units of a larger organisation leading to different sets of beliefs.

Glick have stated that culture and climate have entirely different disciplinary back
of ground of origin and therefore are different from each other. The major
differences pointed out by Ashforth, Glick and Rousseau are :

• Climate concept originated from the interactioinst psychology whereas the

culture concept originated from the symbolic interactions school of
sociology.

• Climate is descriptive whereas the culture is normative.

• Climate exists in very organisation whereas many organisation may not

have strong norms or culture.

• All the members of the organisation experience climate whereas all of them
may not be a part of the culture.

• Climate represents individual perceptions which is understood by shifting

the analysis upwards to the level of the collectivises whereas culture
represents a social unit or group phenomenon which is understood by
shifting the analysis downwards to individuals.
Supportive dimensions of the diversity culture.

A supportive diversity climate was defined as the routines and rewards of the
organisation that are inclusive of cultural groups other than the dominant cultural
group in the organisation both as staff and clients. The dimensions were:

Commitment to serve others : Faculty’s perceptions that serving a culturally

diverse population fits within the mission of the organisation. They found it
desirable to serve such a population.

Awareness of the need for new outreach approaches : Faculty’s

perceptions that new approaches to reaching a diverse clientele were necessary for
success. They perceived that there needs to be more than one way of thinking. In
order to be successful in hiring and retaining diverse staff and in developing
educational programs for diverse audience.

Awareness of the need to build trust : Faculty’s perceptions that

relationship and trust building, which take creditability and mutual
understanding, before attempting to deliver educational programs to diverse
groups.

Openness to learn : Faculty’s expressed interest and willingness to be involved

in the process of on going learning.
Creative work : Faculty’s perceptions that they have a lot of freedom and
flexibility to be creative in their work with people.

Awareness that diversity adds richness : Faculty’s perceptions that

diversity adds new learning, new perspectives and a richer end product both for
the self, the interaction of the self with other and the organisation.

Awareness of the need for diverse staff : Faculty’s perceptions that the
organisation needs staff to e from and understood the culture’s to be served.

WORK CULTURE IN SAMSUNG

At Samsung electronics, work culture is mixture of France and India culture

unlike Daewoo and Samsung. There are fifty percent Indians and fifty percent of
France employed in the company. The Indians counters is the softer counterpart
the harder side.

Work at Samsung electronics is target oriented. There are weekly presentations,

which determine how each and every employee of the company is performing.
However if an employee is not meeting his/her targets, he/she is not fried but just
given warning, this is the softer side of the company’s work culture i.e., not to fire
any body until and unless it is an extreme case.
However south France culture demands that if a person dose not his/her target it
is immediaty thrown out.

There is a system of ‘one innovation per man every year’ i.e.; one person initiating
some change in organization to ward better performance for The vice president
(sales and marking)and the VP(manufacturing)and VP(finance)are Frances.

The signifies the idealization of the marketing and sales function considering the
local market and VP(manufacturing)begin a Frances that Samsung culture is
dominating the manufacture facilities. All this was selective the manpower of its
organization Samsung believes in keeping the manpower at par with the company
turnover

FOR EXAMPLE

No of employees : 500

Turnover : 2000 crore

Productive : 1.5 crore per person

If the turnover of the company is increased to 1500 core it won’t be at the cost of
the increase in manpower ,the company would wish to increase the productivity
per person rather than increasing the employee strength.

FOR EXAMPLE

Project turnover : Rs.1500 crore

Employee strength : 800(same)

Productivity : 1.8 crore per person

If the turnover of the company is increased to 1500 crore it wont be at the cost of
the increase in manpower, the company would wish to increase the productivity
per rather than increasing the employee strength.
SAMSUNG EMPLOYEE ADVANCEMENT PROGRAMME

To promote and support HR development that can serve as the foundation for
Samsung effort to become the best Global Company foe the 21st century Samsung
Electronics is operating various employee advancement programme;
Conducting specialized training program for certain employee and spending them
to France for training at Samsung pyeongtack learning centre that offers higher
level of globalization and management training courses. An on-line seminar,
sharing of “best practise” and various business management skills programmes
are avaible via an on line education system called “The Learning Net”.Setting
clear and specific targets for work and self-development consulting the
immediates superior for guidance and support for self-improvement.Conducting
evaluation meeting’s giving regular promotion and providing differentiated
reward and benefits to each of its employees.

SAMSUNG COMPANY GETS FOLLOWING ADVANTAGE BY

MAINTAINING ITS ORGANISATIONAL CULTURE :

• Employee Involvement : By administering an organisational suvey

employees are given an opportunity to be involved in the company aia
different level that I typically defined in their job descriptions. Research
has shown that employees who are more invovlved in the company may
also be more satisfied with their job,stay wih the company longer and
perform better.
• Positive work outcomes : in the last 30 years a significant amount of
evidence has been accumulated documenting the importance of the work
environment in relation to organisational performance. In general,
research has shown that facors in the work environment are related to
outcomes such as employees motivation, job satisfaction, intentions to quit,
job performance and even organisational productivity. In addition the
emerging area of research has indicated that culture can influence
customer perceptions of the qualiy of goods or services delivered by a
company.

• Communication forum : in many companies it can be very difficult to

communicate with the majority of employees. Recent trends such as
organisational restructuring and merging of companies has resulted in flat
organisational responsibility charts, which increases the number of
employess for which each manager is accountable. As a result some
mangersonly have limited amounts of time to talk to others about their
routine work.

• Industry comparisons : organisations often look ot other companies

when determinig organisational policies and procedures.It is common for
companies to “explore the market” or conduct “benchmark” studies when
considering issues such as new product development,salary or employee
benefit policies,markting strategies,etc.

• Proactive Management: Adminstering organization climate surveys

allows mangers to be much more proactive in managing their employees
and work environments.When used on a scheduled basis,organizational
surveys can help pinpoint problem areas within the work environment
 before they grow into a crisis needing immediate attention.Problems that
require a reactive posture interrupt the normal workflow,and typically
cause delays in providing products or services to customers.

FEW RELATION AND IMPACT OF CULTURE

THE IMPACT OF ORGANIZATION COORDINATION AND CULTURE ON

MARKETING EXECTIVES’ SATISATION WITH INFORMATION SYSTEM
SERVIES

AUTHOR: journal of the Association of Information System,Volume 4 Article 4

,In this article the author said that the climate,general attitudes ni na organization
in which the developers and users operate,can serve as an important
morderator.Analysis of a sample of marketing exectives indicates that the climate
is an important morderator and may impact the ability of structural features to
improve perceived performance.Mangers must considers the climate sa an
important feature.

STUDY ON THE RELATIONSHIP AMONG ORGANIZATION

CULTURE,ORGANIZATION COMMITMENT AND ORGANIZATION
CITIZENSHIP BEHAVIOR

AUTHOR : Ching-chaing,Human Resource Management.

In the article the organizational climate was used as the independent variables.
The purpose of the research was mainly to find out the relationship and the
difference among organizational climate, organizational commitment, and
organizational citizenship behaviour. Furthermore, using the individual variable
as the interfered variable to investigate the effect of interference to organization
climate, organization commitment, and organizational citizenship behaviour. And
they discovered that the different individual citizenship behaviour come out a
partly remarkable discrepancy and Organizational climate and organizational
commitment were positively significant to organizational citizenship behaviour.

SWOT ANALYSIS

WEAKNESS OF COMPANY

In case management of company will not function properly then their execution of
complacent with what they accomplished so far ,then they could easily tumble it
the bottom in a flash. In this sense, their struggle is with their selves. Following are
the weakness :

• No proactively coming out of the newer models.

• Lack of product differentiation.

• Focus on mass market rather than niche market.

• Not very user friendly designs.

STRENGTH OF COMPANY

The 21st century is a time for harmony and interdependent; no one can develop
alone. Samsung’s strength comes form their people’s capabilities, passion and
dedication to a single vision ,In addition the intense companies and best product
survive.
Samsung is now one of the world’s distinguished brands.However,we are still
working hard to reach even higher goals around the world,proceeding with the
sense of urgency.In order to succeed,we must create the necessary management
system and develop our own technologies.The way to the top is clear :the power of
Samsung is in its people and technology.

They are the basis of Samsung’s legendary achievement and they will continue to
provide the foundation for our success in the future.In Today’s competitive world
it is increasingly difficult for the company’s to maintain an elevated status within
their respective industries.Today the companies are being challenged to develop
and maintain a competitive workforce.

With unemployment rates at an all time low, some employees are taking advantage
of the highly favourable and lucrative job market by seeking new position that
allow them to maximize their earning potential and employer-provided benefits.
Other employees are experiencing rapid changes in technology. As a result, their
day –to-day activities. Following are the strengths :

• New product concept to rollout in five months.

• Catching the pulse of the consumer offering good designs and
understanding emotions.
• Heavy investments in technology, product designs and human resources.
• Focus on innovative products for high end market.

Opportunities

• To unseat Sony as the most valuable electronics brand and most important
shaper of trends.

• To dominate the digital home competing with Sony and Philips.

• Capitalize on reputation, image.

• Distinguish its product from its competitors.

 • Offer product variations.

• Tie up with service providers.

• Demand for various products driven by the Samsung providers or carriers.

Threats

• Cheaper production of rivals.

• Ability of others to mimic and copy design (LG).

• Trades at a discount to its global rivals due to Koreas history of Corporate

scandals (Even though its considered one of the most transparent emerging
companies)- foreigners will always suspect numbers.

• LG’s dominance in U.S .

• Whirlpool popularity in European market.

• Aggressive competitors include Videocon, Onida, Whirlpool and many.

CHAPTER : 3

Conclusion
 CONCLUSION

In my research I tried to study the organizational culture of SAMSUNG (north

delhi) branch. SAMSUNG is adjudged as the no.1 company in consumer durables.
To achieve this status the company needs to have excellent workshop i.e.the
knowledge capital,which can be done by maintaining the good organization
culture in which the people can work to the best of their efficiencies. Maximum
people in the company agreed that to a large extend the company considers their
“values”; which is indeed a very strong point.

Every employee is very clear about what is he expected in the

organization.Thus,very high role clarity.And to only some extend only people in
the organization feels that company is utilizing their knowledge and expertise.But
an employee feels that their job is making an important contribution to the
achievement of the organization’s objective. And have sense of loyalty in them.But
they feel that their job is not providing them enough exposure to various area and
new development in their field.

Inspite of this, the employees feel good being associated with the company.This is
revealed by the Reponses received to the question 7.The following were the
reponses that were given by the member of the organsization :

• Highly aggressive,has really enchased on their Brand equity over the years.
• Never say ‘no’ approach, the image and the goodwill
 • Marketing is excellent of the campany,working hours,more space given to
the employees
• Good paying
structure,Dynamics,Empowerment,Transparency,Focus,Fast.innovative
aggressive,customercaring,
• HR policies,system,controls,a flexible organization open to new learning,
• decision making environment, discipline, accountability….

On the other side of the coin the employees feels that to same extend they are
rewarded for the excellent in performance. This shows reward and recognition is
fairly rewarded in the organization.

The major point to which majority of the employees agreed was of decision-
making. They feel that this organization style and culture has been effective in
ensuring discipline and accountability in staff members.

But there were some areas in which few respondent felt that it needed change and
was obstructing their functioning.The main areas were:
Shortage of the space and resources as compared to the employees in this branch.
Some working procedures needs improvement for fast working,Infrastructure
facilities at the branch

• More focus on employees personal life

• More proactive approach
• Infrastructure at the branch

And moreover, they personally feel that their job contributes to their personal
growth and development.
And the fairly have a sustainable working condition to which maximum sample
agrees and they are satisfied with it and do not want to initiate any change.
 CHAPTER : 4

Recommendations and Bibliography

RECOMMENDATIONS

• I suggest that company can make some effort to make the infrastructure
more congenial at the work place. He will keep the employees at ease ,and
thus, allow them to given the best to the organization.

• It is suggested that form time to time the company should come up with the
various surveys to check the jobs satisfaction level in the organization.
Thus in the case there is some problem the organization can take corrective
measures before it becomes the threat to the company.
BIBLIOGRAPHY

BOOKS

Organisational Behaviour
By R.K. CHOPRA

Business Studies

BY C.B. GUPTA

INTERNET

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