ORGANIZATIONAL STRUCTURE OF SAMSUNG ELECTRONICSWith the growing influence of Samsung in the world of technology and with a presence of more than 80 countries and 30,000 employees, the analysis of its organizational structure s turned out to be very interesting. Samsung started its business in 1969, just after South Korea's independence. It is one of the most powerful multinational technology companies, on par with Apple, Microsoft and LGE. However, despite being recognized as the world's largest technology company, it remains a family business, meaning most of those in high positions come from the Samsung founding family. This nepotistic organizational structure can be attributed to the reactive nature of South Koreans who rely primarily on networking and loyalty to expand their influence and success. While the structure of most American technology companies is based solely on skills and credit, Samsung's is based on both skills and loyalty. The reactive Asian nature has also forced the company to maintain its South Korean management team because of the type of harmony associated with it. with their culture. Their lack of desire to start conflict and their inherent nature to maintain their public visibility has actually worked well with Samsung in the past. Their belief in strong networks is what has driven them to establish their influence across the world with numerous subsidiaries and partners. During the 1990s, Samsung, like other multinational companies, moved to China due to attractive manufacturing conditions. This was a major step towards Samsung's expansion as a global technology company. However, over time, Samsung discovered the value of China not only as a manufacturing hub, but also... middle of paper... Italian networking, eloquence and persuasion would be a perfect recipe for continuous and successful profit. generation. Thus, Samsung should start valuing the beneficial nature of cultural integration because it offers more than what a single family can offer. In conclusion, while Samsung's organizational structure currently works perfectly with management positions held by South Koreans affiliated with the founding families, it would be a good thing if some positions were assigned to members of other cultural roots.ReferencesLewis, RD (2012). When teams collide: Managing the international team successfully. London: Nicholas Brealey Pub. Nisen, M. (March 2013). Samsung has a completely different strategy than Apple, and it works very well. Retrieved from http://www.businessinsider.com/samsung-corporate-strategy-2013-3