Challenges for Foreign Manager in South Korea
University of Maryland University College
AMBA 620
Introduction & Background
To put it mildly the cultural differences between the United States and South Korea are vast. South Korean culture according to Javidan, Dorfman, Sully de Luque and House (2006) is similar to Chinese culture in that it is rich in tradition and heavily influenced by Confucian values. The values of Confucianism funnel down to everything from family life to corporate life. Javidan et al. (2006) details that Confucianism “emphasizes the importance of relationships and community” (p. 83). Park, Rehg, and Lee (2005) mention that in South Korean culture it is important behave in an honorable, trustworthy, and respectable fashion as these attributes are all desirable in the Confucianism culture.
South Korean culture places a strong emphasis on family(Hofstede™ Cultural Dimensions, n.d.). Hofstede, along with other experts, state that employees look to their manager as a “parental figure” (Hofstede™ Cultural Dimensions, n.d.; Javidan et al., 2006, p. 83; Saner-Yui & Saner-Yui, 1984, p.28). According to Saner-Yui and Saner-Yui (1984) employees are thought of as the children and if the team’s performance is poor then this reflects badly on management.
Another interesting fact mentioned by Javidan et al. (2006) is the idea of “guan xi” or networking being the foundation of all relationships in the South Korean culture (p.83). Javidan et al. (2006) emphasize that a foreigner’s success depends on their ability to network and forge relationships.
Working in consumer product manufacturing will allow me to work with various types of positions within the South Korean branch of my company. My role will allow me to work very close with the factory on site as well as the designers and engineers on prototypes. This will enable our team a faster turnaround being that we are based within the plant itself.
Challenges
There are several barriers that will be important to address when
AMBA 620
Introduction & Background
To put it mildly the cultural differences between the United States and South Korea are vast. South Korean culture according to Javidan, Dorfman, Sully de Luque and House (2006) is similar to Chinese culture in that it is rich in tradition and heavily influenced by Confucian values. The values of Confucianism funnel down to everything from family life to corporate life. Javidan et al. (2006) details that Confucianism “emphasizes the importance of relationships and community” (p. 83). Park, Rehg, and Lee (2005) mention that in South Korean culture it is important behave in an honorable, trustworthy, and respectable fashion as these attributes are all desirable in the Confucianism culture.
South Korean culture places a strong emphasis on family(Hofstede™ Cultural Dimensions, n.d.). Hofstede, along with other experts, state that employees look to their manager as a “parental figure” (Hofstede™ Cultural Dimensions, n.d.; Javidan et al., 2006, p. 83; Saner-Yui & Saner-Yui, 1984, p.28). According to Saner-Yui and Saner-Yui (1984) employees are thought of as the children and if the team’s performance is poor then this reflects badly on management.
Another interesting fact mentioned by Javidan et al. (2006) is the idea of “guan xi” or networking being the foundation of all relationships in the South Korean culture (p.83). Javidan et al. (2006) emphasize that a foreigner’s success depends on their ability to network and forge relationships.
Working in consumer product manufacturing will allow me to work with various types of positions within the South Korean branch of my company. My role will allow me to work very close with the factory on site as well as the designers and engineers on prototypes. This will enable our team a faster turnaround being that we are based within the plant itself.
Challenges
There are several barriers that will be important to address when
References: Dessler, G. (2009). A Framework for Human Resource Management (5th ed.). New Jersey: Pearson Prentice Hall. Harvey, M.G., & Griffith, D.A. (2002, July/August). Developing effective intercultural relationships: The importance of communication strategies. Thunderbird International Business Review, 44(4), 455-476. (B) Retrieved April 12, 2010, from Business Source Complete database. Hofstede, G. (2007). Asian management in the 21st century. Asia Pacific Journal of Management, 24(4), 411 - 420. (AN 26444602). Retrieved April 12, 2010, from Business Source Complete database. Hofstede, G. (n.d.). Hofstede™ Cultural Dimensions. Retrieved April 12, 2010, from http://www.geert-hofstede.com/hofstede_dimensions.php Javidan, M., Dorfman, P.W., De Luque, M.S., & House, R. (2006, Feb.). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20(1), 67 - 90. (B) Retrieved April 12, 2010, from Business Source Complete database. Nardon, L., & Steers, R. (2008). The New Global Manager: Learning Cultures on the Fly. Organizational Dynamics, 37(1), 47-59. Retrieved April 12, 2010, from Science Direct database. Park, H., Rehg, M., & Lee, D. (2005). The Influence of Confucian Ethics and Collectivism on Whistleblowing Intentions: A Study of South Korean Public Employees. Journal of Business Ethics, 58(4), 387-403. doi:10.l007/s10551-004-5366-0. Park, W., Budhwar, P., & Debrah, Y. (2001). Part I: Human resource management in Asia: Chapter 3: Human resource management in South Korea. Human Resource Management in Developing Countries, 34-55. Retrieved from April 12, 2010, Business Source Complete database. Saner-Yui, L., & Saner-Yui, R. (1984). Confucius Say Social Harmony More Important Than Performance. Training & Development Journal, 38(10), 28. Retrieved April 12, 2010, from Business Source Complete database. South Korean Dress Code. (n.d.). Retrieved April 12, 2010, from http://www.worldbusinessculture.com/South-Korea-Business-Dress-Style.html