2021, Vol.5, No.1

The Journal of Education Consulting & Coaching 2023 KCI Impact Factor : 2.05

pISSN : 2586-3886
https://journal.kci.go.kr/kaecc

This study aims to provide implications for overcoming small and medium enterprise growth pain through diagnosis of 7S model-based organizational culture for small and medium enterprises A company. To this end, a preliminary investigation and follow-up of 7S model-based organizational diagnosis were conducted to analyze the existing data of Company A and analyze the effectiveness of organizational culture development activities. This research showed that the result of all components of diagnosis was improved with the fact that the firm A is sustaining about 6 billion won of sales volume and 5% of return on sales. Especially, it is found that the result of ‘work process improvement’ questionnaire is statistically different. The research conclusions are revealed as follows. First, the framework like 7S model is effective in systematically developing the organization culture. Second, defining the shared-value is the first thing to do. Third, the activities related with strategy should be included. Fourth, the organization structure improvement should be done in the beginning stage of business. Fifth, the improvement of leader’s leadership and communication style is important to change the organization working style. Because this research is an analysis of the process and result of the firm A’s organization culture development activities located in the certain area, it is limited to generally apply to the different small & medium sized firms. So, the organization context based following researches considering the various small and medium sized firms are recommended.

Until now, research on unretirement from large corporations has focused on possibility of employment. in terms of economics. Research has not been actively conducted to reveal internal values through the exploration of internal processes of change in the Job Finding process. Thus, the study targets two middle-aged household owners who chose to retire on their own under the company's "early retirement system" before retirement age after long service at large companies. What was the life context of the new job-seeking process after retirement, and what kind of transformative learning did he go through? We looked at what these experiences mean to live in the future. The study mainly focused about the two people who had worked for a long time at large companies experienced retirement and their problems of two middle-aged heads of states confused perception of dilemma. The study also focused on the detailed internal world's process of change into a transformative learning theory from the beginning to the end. It is pretty meaningful that the points of shared value could be formed by applying them in a relatively specific way.

This study aims to verify the method and the mechanism for small-and-medium sized enterprises(SMES) to improve corporate performance even in a rapidly changing business environment. To achieve the research purpose, the effects of indecisiveness and organizational culture on corporate performance were empirically verified, and the moderating effect of value orientation was identified. To verify the hypothesis, a survey was conducted on executives and employees in SMEs and the final 249 data were used for analysis. The results of the analysis were as follows; First, the leader’s indecisiveness had a negative effect on business performance. Second, consensus development culture had a positive effect on both organizational effectiveness and business performance, and rational culture and hierarchy culture had a positive effect on business performance. Third, the moderating effect of value orientation was found the relationship between the leader’s indecisiveness and business performance, and the relationship between consensus development culture and organizational effectiveness and management performance. Based on the above research results, theoretical and practical implications were presented.