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Contrast China and Korea
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Concept of Korean Work Culture
This chapter defines in detail Korean work culture, its main characteristics explained from various perspectives. It is necessary to define the culture, because without it, it would be impossible to understand the behaviour and management practices, which prevail in Korea. Therefore, Table 2 presents Hofstede’s 6D model, which provides insight on the Korean work culture, known for being highly authoritative with importance on one's family which can be also the family at work, desire to achieve and compete, but also willingness to work hard (Hamilton & Biggart, 1988) and comparing it against Japan and China.
Table 2: Hofstede’s 6D Model Cultural Comparison, ITIM , n.d.
Power Distance Index (PDI)
Korea
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It suggests a considerably strong collectivism, signifying that individualistic approaches might not be supported or preferred, advocating that Korean companies implement a rigorous group orientation. Moreover, promotion of employees is based on group decision and collective achievements are preferred over individual ones (White & Lehman, 2005, Hofstede, 2001, Triandis, 1996, 1989, Markus & Kitayama, 1991). However, Hofstede’s model does not specify if Korean culture is Horizontal Collectivism (HC) or Vertical Collectivism (VC), henceforth further investigation was needed. Although, from the PDI results, it is possible to conclude that in Korean culture prevails VC, signifying that people comply with authorities authorities and follow a strict hierarchy sacrificing their personal goals (Shavitt, et al. 2010, Triandis and Gelfand 1998, Triandis 1995 cited in Triandis, 1996, Singelis et al. 1995). Triandis (1996) and Triandis and Gelfand (1998) esteemed that if more benevolence is added to the VC system it naturally changes to HC, which is more equal in terms of interacting with people. As acknowledged by Triandis (1996), Singelis et al. (1995) and Triandis and Gelfand (1998) HC includes benevolence and universalism, but for traditional societies like those of Far East Asia it is more common to have VC, which dwells profoundly on power and achievement. This incorporates deferring to power and maintaining harmony (inhwa, 인화) because in collectivist cultures like in Korea it is more important to keep balance than satisfying personal needs within a group. Accordingly, preserving collectivism, might be related to status maintenance, which still has a strong position within Korean society (Marcus & Kitayama, 1991, Aycan, 2006, Shavitt et al., 2010, Han et al. 2016). This includes preference for luxury brands, impressing others through education history or work background and based on those,
This response will focus on the key issue of fragmentation. In his book Korea’s Twentieth-Century Odyssey, Michael E. Robinson wrote “Multiple interest groups resided within the bureaucracy and even divided the royal house” (p. 16). Arguably, Korea’s sovereignty was lost in large part, due to the lack of unity among different groups and faction. It was clear from the readings that some Korean individuals and groups prioritized their self-interests above their own country’s benefit. Nowhere was this most evident then the issue of national security.
Within a collectivistic society, the individuals support each other. Nobody is abandoned while others move on in their lives; everyone would be unified as one. Collectivism stresses the priority of group goals over individual goals and the importance of understanding within the social group. In fact, collectivism allows some societies like in Japan to endeavor alongside one another efficiently. In this unitary parliamentary and constitutional monarchy, the peo...
The management of cross-cultural is another challenge, which have to face during the develop entering into market process. According to (Dong and Liu, 2010, p. 233) mentioned that “Cultural distance between the home and host country can have significant influence on selection, training and performance management system.” When IKEA develop the Chinese market, it affected by different culture background as well. As the case mentioned (China teaches IKEA limits of homogeneity, 2009) that, in other countries, IKEA stores are far away to the city with a lower rental and larger place for the consumers. However, in China, IKEA sets their stores close to the city, where are easier able to arrive by public transportation. Because of the different consumption habits, Chinese customers prefer to choose the methods of home delivery to shop. Furthermore, owing to lacking of DIY (do it yourself) culture, the consumers have a highly demand on the workers of furniture packaging. From the HR managers’ perspective, this home assembled services are more common used in China, thus, they need to adjust the recruitment plan to hire more assembled furniture workers. Meanwhile, it can be acknowledged that “scientific evidence indicates that certain human resource (HR) practices are positively related to organizational performance.” (COMBS et al., 2006) For example, in China, IKEA HR managers
The culture within an organization can make or break how productive and how responsive the business operates. Organizational culture is the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thins about, and reacts to its various environments, (Kinicki, A. and Kreitner, R., 2009).With that being said it becomes important to set values that you want everyone to work by. This will help when new employees are added to the team and will also help ensure that the behaviors within the organization are acceptable and beneficial to the overall outcome of the business. The culture should be determined right from the start so the right employees are hired. It becomes important to make sure that you have a way of identifying the people that truly allow your company to be successful and not just hire the superstar, (Morgan, H., 2008). Not everyone will fit in to all of the different type of organizational cultures.
Culture is a concept that we hear frequently. Nowadays everything is culture problem, for example water usage, citizen’s behavior, and of course at the organizations.
The affect the four dimensions by Hofstede, power distance, uncertainty avoidance, masculine/femininity and individual and collectivism have on organizational show in all cultures and cross culture.
In the “Case Study: Organizational Culture: Life or Death”(BOOK), eleven hospitals are examined to show the impact that cultural systems play in the life or death situation of heart attack victims. Each hospital is studied and pin pointed as to what makes them so effective. Each member of a team must share a common goal, in this study it is saving the lives of heart attack victims. This passage will demonstrate the power of a team utilizing their strengths to help patients. There are three topics that will be discussed, the values that motivate the doctors and nurses, the importance of the team’s culture coordinating with their habits, and the events that could alter their overall harmony.
Organizational culture and commitment have considerable importance in industrial and organizational environment. Culture is a coherent system of assumptions and basic values, which distinguish one group to another and familiarizes its choices. Hence, organizational culture implies 'a pattern of basic assumptions that invented, discovered and developed by a given group as it learns from external and internal adoption. It has worked well enough to be considered valid and to be taught a new members as the correct way to perceive, think, and feel in relation to the work environment.
in order to be a successful professional. In United States Companies is common to see
For instance, in the Ivory Coast, the group goal prevails. Indeed, individuals share a common goal and work for the group or organization’s success. Oscar Rudenstam in his article “Individualism vs Collectivism” points out that in a collectivist culture as the one in the Ivory Coast, the workplace is prioritized higher than the individual self. This mindset means that individuals are more likely to put the institution’s interests before their own and work together to achieve the institution’s goal. In fact, the Ivory Coast motto “Union- Discipline- Work’’ best illustrate this point. On the other hand, in the United States, the individual goal and the “self-made man’’ concept are pronounced. In the same article “Individualism vs Collectivism”, Rudenstam comments that “it is typical of an individual who is relatively individualistic to prioritize individual ambitions to a higher degree and strive to fulfill such ambitions’’. Rudenstam believe that an individualistic individual tends to value self accomplishment more. The individual is the only person responsible for his success and achievements. A collectivist culture which promotes and work for the institution’s success opposes an individualist culture where individuals are focus on achieving their personal
According to Robbins, DeCenzo, and Coulter (2011) “motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal” (p. 267). Organizations are always looking for new ways to motivate employees. In a global economy it is important to understand that cultural differences can impact how an organization can motivate its employees. Geert Hofstede (as cited in Sledge, Miles, & Coppage, 2008) believed there are five dimensions of culture. These five dimensions are power distance, individualism versus collectivism, uncertainty avoidance, masculinity versus femininity, and Confucian dynamism (p. 1670). This paper will discuss each dimension of culture and how they could effect employee motivation.
What is corporate culture? At its most basic, it's described as the personality of an organization, or simply as "how things are done around here." It guides how employees think, act, and feel. Corporate culture is a broad term used to define the unique personality or character of a particular company or organization, and includes such elements as core values and beliefs, corporate ethics, and rules of behavior. Some companies have a strong and extremely evident corporate culture; one example of this is Southwestern Airlines.
Historically, in South Korean (from hereafter referred to as Korean) culture people need to work hard. According to Andrew Eungi Kim and Gil-Sung Park, work is “regarded as a social obligation, patriotic duty, and moral duty, replete with the notion that the more each individual works, the better off everyone is, including the company, and more importantly, the country” (41). This view towards work highlights that Koreans view work with the utmost importance. Only by working, will they be able to help the company. Only by helping the company, will they be able to help the country. And only by helping the country, will they be able to help everybody else. This take on work undoubtedly places immense stress on the workers. Stresshack.com writes,
Some cultures encourage individualism while other cultures encourage collectivism. In most collectivist cultures, people are interdependent within their group, whether it involves family, tribe, or nation (Suh ...
An organization, defined by a structured social unit, is managed to pursue collective goals, or to meet a special need. When a founder sets up an organization, he has to set up a structure, determining the hierarchy, defining each role, responsibilities according to objectives and strategy. Thereafter, he also has to set up a culture. Actually, this step is a really important one, as it will affect on the organization’s performances. Founders propose a culture, which will be developed by top managers. After having defined it in more than a hundred ways, several authors have proved its importance, especially in relation to the organization’s performance. That is exactly why many tools have been developed to estimate culture’s efficiency. Nevertheless,