대한민국 기업들이 추구해야 할 새로운 가치, 수평적 조직문화
한국 기업들의 상당수 과제들은 수직적인 조직문화에서 파생되며, 이를 하루 속히 인식하고 개선하는 것에서 글로벌 경쟁력을 높일 수 있다. 우리 기업들의 조직문화 현주소를 경험할 수 있는 책.
Horizontal organizational culture - the new values that Korean corporations should pursue
A large part of Korean companies’ problems derives from their ...
대한민국 기업들이 추구해야 할 새로운 가치, 수평적 조직문화
한국 기업들의 상당수 과제들은 수직적인 조직문화에서 파생되며, 이를 하루 속히 인식하고 개선하는 것에서 글로벌 경쟁력을 높일 수 있다. 우리 기업들의 조직문화 현주소를 경험할 수 있는 책.
Horizontal organizational culture - the new values that Korean corporations should pursue
A large part of Korean companies’ problems derives from their vertical corporate culture. The faster we recognize this and improve it, the better we can heighten our global competitiveness. This book examines the current status of Korean corporate culture.
한국 기업 문화의 상황과 방향 제시, 코리아 타임즈 연재 컬럼
국내 대기업 위주로 교육과 컨설팅을 주로 하는 저자가 우리 기업들의 현 상황을 진단하고, 방향을 제시하기 위해 에 지난 일년 간 연재한 컬럼들을 재구성하여 책으로 펴냈다. 우리 기업들은 어디로 가야 할까?
The columns on Korean corporate culture that appeared in The Korea Times
The author, who conducts trainings and consultings for large companies in Korea, has contributed columns to The Korea Times for the past year that diagnose the current status of Korean companies and provide a direction for them. He is finally publishing a book that collects many of the columns in one place, in addition to new short essays. Together, they will answer the question: where should Korean corporations go?
추천사
● The author provides a thought-provoking and meaningful pulse check on who I am, who my managers and executives are, and what my organization is like. This book will become a handbook on the change in corporate cultures that Korean corporations face nowadays._Kim Een-kyung, Sr. HR Manager at Microsoft Korea
● The organizational improvements that this book suggests will be greatly conducive to the life of foreign managers and executives in Korea; in particular, the coaching program this book is based upon demands attention. _Yoon So-kyum, Manager of HRD Planning Team at Kia Motors Corporation
● Understanding an organization’s culture means that you understand the organization as a whole. In order to truly know an organization, you must know its employees, leadership, ways of working, and, more than anything else, its values. _Kim Myung-joo, HR Manager at SK Telecom

● The author provides a thought-provoking and meaningful pulse check on who I am, who my managers and executives are, and what my organization is like. This book will become a handbook on the change in corporate cultures that Korean corporations face nowadays._Kim Een-kyung, Sr. HR Manager at Microsoft Korea
● The organizational improvements that this book suggests will be greatly conducive to the life of foreign managers and executives in Korea; in particular, the coaching program this book is based upon demands attention. _Yoon So-kyum, Manager of HRD Planning Team at Kia Motors Corporation
● Understanding an organization’s culture means that you understand the organization as a whole. In order to truly know an organization, you must know its employees, leadership, ways of working, and, more than anything else, its values. _Kim Myung-joo, HR Manager at SK Telecom

Excerpts from the book
When managers and executives adjust their conduct and demeanor in consideration of the cultural landscape, they will become real leaders. (매니저나 임원이 문화적 환경을 고려하여 자신의 행동과 처신을 조율할 때, 진정한 리더가 될 수 있다.) Changes in the leader affect changes in the organizational climate, and so if a leader wishes to change the organizational climate, he or she would do well to start from within. (리더가 바뀌면 조직 풍토의 변화에 영향을 미친다. 리더가 조직 풍토를 바꾸고자 한다면, 자신의 내면으로부터시작되어야 한다.) Horizontal leadership is a much better way to deal with diversity, because this kind of mindset allows you to easily adapt to any situation. (수평적인 리더 십이 다양성을 다루는데 훨씬 더 좋은 방법이다. 이러한 마음가짐이 어떤 상황이더라도 적응하도록 하기 때문이 다.)
A truly horizontal structure is impossible without free discussions, in which managed conflict is a possibility. (갈등이 관리되는 자유로운 토론이 없다면 진정한 수평 구조는 불가능하다.)
I personally believe that the silent rules that have governed us in the past are still preventing us from moving forward. (그동안 지배해 온 암묵적인 규 칙들이 앞으로 나아가는데 여전히 방해가 되고 있다.)

 

Recommendation … 4
Preface …12
“Food for Thought” Questions …18
01 Looking at yourself in the mirror …19
02 Changing corporate culture …40
03 Ggondae leadership… 46
04 Busting silos to unify the company …53
05 Coaching and horizontal culture …59
06 Cultivating a questioning culture …66
07 Establishing a CEO mind-set …72
08 Change management and horizontal culture …78
09 Lessons from small firms …87
10 Lowering walls …94
11 Collaborative culture and language …100
12 Meetings - a skill or a culture? …109
13 Praise and horizontal culture …115
14 Team culture and horizontal leadership …123
15 Benefits of a learning culture …131
16 Diversity and horizontal culture …138
17 Benefits of a chief happiness officer …146
18 Horizontal corporate culture …152
19 Conflict management and discussion culture …158
20 True leadership …165