Research Paper on "Korean Organizations and Their Implications"

Research Paper 4 pages (1407 words) Sources: 0

[EXCERPT] . . . .

Korean organizations and their implications in a cross-cultural setting" (lecture 2) as your point of departure, please contrast the cultural explanations offered in the article with those that could be offered using the theorists of Hofstede and Trompenaars. and.Give a brief summary of the main theme, main conclusions and limitations/shortcomings of the individually chosen article you selected for lecture 8, "HRM classics: Reward" (April 7, 2010). Discuss thereafter in what way the article contributes to the understanding of the themes of this particular lecture by relating the article to the assigned readings (textbook chapters + lecturers' choice of research based article, Fischer & Schmidt: Reward Allocation and Culture: A Meta-Analysis) of this lecture

The article proposes, in fact, two different notions that may seem to be opposite, but which in fact complement each other, in order to explain the particularities of Korean management and, through the perspective of cultural differences, the problem that such particular style of management poses when it is exported abroad. On one hand, the article mentions the strict hierarchical style imposed by a Korean company and correlated with a structure based on Confucianism and on its notions. On the other hand, the article also addresses a certain informal approach, with a strong emphasis on interpersonal relations in the workplace and the informal social ties that result on that basis.

Most likely, the fact that the organizational structure is based on the notions of Confucianism is defining for the Korean model, as described in the article. Confucian management means both the adoption and promotion of the Confucian values encouraging the respect for authority and seniority and a strictly hierarchical system, with a paternalistic leadership and a renunciation of the individual in favor of the organization and the collective spirit.

The second important element of the Korean model as reflected in the article is the informal interaction between the members of the organization. The interaction between the members of the organization is based on the underlying sentiment of belonging to the same collective structure, to a larger organization that proposes a collective rather than individual approach.

The structure that the article proposes dwells well on the framework proposed by Hofstede, who discusses the five cultural dimensions and identifies these as power distance, individualism, masculinity, uncertainty avoidance index and long-term orientation. Out of these five different dimensions, the most important one that is reflected in the article being referred here is the individualism. Korean management and, in fact, the Korean corporate structure proposes a low individuality and high collectivism. This means that the ties between the employees are very strong, one of the pillars on which the article relies.

Given Trompenaars four cultural dimensions and his model relying on two main variables (the attitude towards the person in the organization and the level of centralization), the Korean model belongs to the family category. This proposes a highly centralized organization, with a strict hierarchical structure and one where the individual becomes diffused in favor of a more general and collective framework. All of these elements are emphasized in the mentioned article as the main characteristics of the Korean model of management.

Trompenaars's extended model proposes seven dimensions, which includes the level of individualism (also previously discussed in the Hofstede model) the level of specificity, as the degree to which private and working lives confound each other (Trompenaars, Fons; Hampden-Turner, Charles. Riding The Waves of Culture: Understanding Diversity in Global Business. 1997). The level of individualism has previously been discussed. As to the level of specificity, the article mentions three different notions that help define the level of interconnection between the individual and company life. These are the interdependent self, the high work ethic and the affect-based relations. One can safely state that, in the Korean model, the interconnection between the individual and the company is very high, to the degree that these three elements will also tend to define his existence outside the organization.

Also related to the Confucian values is the ascribed status, according to Trompenaars's set of cultural factors, that tends to be predominant in a Korean company, as opposed to achieved status, where the respective position in the hierarchy is in fact a result of the performances and… READ MORE

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