두산중공업 박용오회장의 경영이념과 경영전략

• 영문명: The Business Philosophy and Managerial Strategy of Chairman & CEO, Yong-Oh Park Doosan Heavy Industry
• 발행기관: 아시아.유럽미래학회​
• 저자명: 이건희(Kun-Hee Lee)
• 간행물 정보: 『유라시아연구』제1권 제2호, 1~23쪽, 전체 23쪽
• 주제분류: 사회과학 > 사회과학일반
• 파일형태: PDF
• 발행일자: 2004.12.30

국문 초록

Doosan history started in 1896 as a tiny store in Baeogae, Seoul, owned by Park Seung-jik. The opening of Doosan Store in 1946 by Park Doo-byung, the successor to Park Seung-jik, was the inception of Doosan's modern history. Doosan began with the goal of creating a new Korea and writing a new corporate history. In Korea, oldest companies of more than 100 years old are Choheung Commercial Bank, Dong Hwa Pharmacy Co. including Doosan Heavy Industrial Company(Doosan Group). With its successful restructuring, Doosan has turned itself into a specialist in its core businesses. It is maximizing corporate value through improvements to its financial structure and by attracting large-scale foreign direct investment. Doosan is strong and flexible and is ready to face future challenges, supported by the preparations for the future. We have consistently made over the past 100 years. Doosan has been focusing on professionalization by implementing positive restructuring plans, while making drastic improvements to its financial structure by the securing of a large amount if foreign funds. The Group also prepared a growth engine by purchasing Hanjung (renamed Doosan Heavy Industries & Construction), and is currently endeavoring to enhance the level of its technology and managerial system by promoting the 'New Start' and 'Change & Build' strategies. Yong-oh Park, chairman & CEO of Doosan corporation emphasized in 2004 address. : We have the vision and goal to become one of the top companies in the world in operating profit by the year 2007 based on our management structure that we have been building so hard. In order to achieve the vision and goal, we habe to develop our capacity for future growth with the spirit of 'Change & Build' and secure differentiated competitive advantages and core capabilities. We must create new growth engines through professional human resources training various M&A opportunities and advancement into new growing markets while increasing our market share dominance and making share improvements in our business structure to ensure maximum profits. First, we must ensure growth and profits through a value driver. It became a very important objective for us to stop making short-term profit and performance improvements that limit our potential for growth, and develop new businesses and secure core capabilities that can be a focal point for long-term growth. Under these circumstances, I felt the need to break away from our old business models and secure mid-to long-term growth and profits by making fundamental changes and structural improvements. And what we are implementing to put this into practice is management restructuring with value drivers. Second, we will develop human resources that can achieve the vision through challenge and innovation. At Doosan, the most valued employee is the one who faces challenges to bring results with performance ethics. In other words, we are looking for those with high goals who achieve the goals with a pioneering spirit and global vision, Based on voluntary cooperation. He or she must also be an open-minded person who's fair and performance oriented can adapt to diversity think freely and absorb new things better than others. Third, we must build an image as a transparent company that meets global standards. With the progress of globalization, there is now a trend of stressing on businesses social responsibilities such as environment protection and accounting transparency. Doosan's ethical management began with the principle that “good products and healthy companies contribute to consumer benefits and social development”, which is a principle that has been established over a period of more than 100 tears. Doosan will promote management activities in which ethical management takes precedence according to transparency and fairness, and build an image as a transparent company that meets global standards.

목차

Ⅰ. 생 애

Ⅱ. 경영업적

Ⅲ. 경영이념

Ⅳ. 경영전략

Ⅴ. 두산그룹의 기업문화

Ⅵ. 결 언

참고문헌