The study is to analyze how properly microcredit program is designed to fit the mission and target group in case of Social Solidarity Bank in South Korea, and how inadequate management infrastructure in the organization can hamper effective carrying out of the programs. The study found that contrary to the intention to be integrated program, in reality, loan and follow-up service are given more emphasis over education service under current practices. As evidence, there were no educational personnel. Neither were there enough loan and follow-up officers to provide one to one services in order to meet the needs of targets in the microcredit program. It reflects the difficulty in securing funds for education and follow-up service. Therefore, there is a great need for alternative financial resources for follow-up service and education. In order to sustain the vital loan service which depends on contribution and government grant, there is need to vitalize private contribution and direct support from government.