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[조직행동론] Senior Manager Interview(영문)

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    [조직행동론] Senior Manager Interview(영문)에 대한 자료입니다.
    목차
    1. Introduction and Brief explanation of model / theory

    2-1. Myung-in pharmaceutical company

    2-2. Morgan Stanley

    2-3. Local restaurant – Jang Gun Jumuk Gogi

    3. Conclusion
    본문내용
    1. Introduction and Brief explanation of model / theory
    In organizational behavior class, we learned many things ‘How’ and ‘What’ managing organizations. However it is hard to know the theory we learned really apply to real business world. Thanks to having interview with actual managers who managing big or small organizations, we could try applying what we learned.
    Fiedler’s contingency theory is our team’s leadership assignment, and we have been curious that ”Is it suitable to real world?”. The theory is classifying factors of leadership to relationship between leader-member, degree of task structure, and power-authority which leader has. After classifying the leader, there is situational factor. If the leader’s characteristic fits with situation, which will be great. Especially we focused on power that can influence organization’s member directly. ‘Position power’ is the power comes from one’s hierarchical position. Another power is ‘personal power’ made from one’s personality or capability. We interviewed 3 different leaders to found out some differences in their style of leadership, also it could come from different situation they encounter.


    2-1. Myung-in pharmaceutical company
    We met the vice president of this company, who also in charging of director of sales department. He shows the typical relationship-oriented leader. We asked him that how he put balance between work and relation, he replied that he tried to focus on task. However he was much interested in making relation with his followers than others. Though he is at the high position, he tries to remember all names of employees, and he writes card by himself and gives cards to employees to celebrate their birthday. As a leader, His goal is becoming a respected leader, and being responsible to his employees and organization.
    Task structure is not very specified because of characteristic of sales department. This job has less attached feeling for company and attached by salary more. The staffs are doing sales activities and they are not managers. Managers just give them a broad direction and staffs do their own way with the direction.
    Because of that, the vice president respect what staffs do, and direct power of this company is little bit weaker than that of other organization. He has all positional power since he is very high status in this company. Also, he has referent power in personal category, which is made from loved and respected emotions of group members. He makes a file about employees from their recruiting and records his impression on them. This can make chance to interact with employees, clues to give some feedback of work or relationship. Contextual performances like this make people like him.
    Put all this together this person is relation-oriented leader and considering the Fiedler’s model with situations, he is fit for his circumstance



    2-2. Morgan Stanley
    Nowadays many people are interested in financial company or investment bank. We wanted what the organization or that industry is, so we interviewed deputy analyst section chief of Morgan Stanley. During the interview, we felt the organization is really task-oriented and needs high expertise. He pursues the leader who has high professional skill and can build, manage well structured professional organization.
    Employees try to make better atmosphere in the office by having tea time or other meetings for effective working. But reading the market changes and earning a profit record is very important in this industry, people tend to concentrate own job. It cannot be intimate with each other than other industry which the team work is important.
    There are several well organized departments in Morgan Stanley. Each department has its clear job if there is no project team. He is a deputy section chief, so he has not much influencing power. But the senior managers have much power than others. If there is a big deal for company, leader decides what to do and distribute jobs to staffs. This means senior manager di
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