International Management Assignment 2


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International Management Assignment 2

  2. 2. Manager Profile Sofia Addison 34 Sofia joined the company four years ago as a junior management consultant. She excelled in this role and was quickly promoted to team manager. In this role, Sofia successfully headed several large consultancy projects for a number of large national companies. Her good work in this role did not go unnoticed and she was promoted to her current role, senior management consultant. Before joining us, Sofia worked as a junior consultant for Deloitte in London. Previously this, Sofia studied for her undergraduate degree at the London Business School before studying for her Master’s degree and PhD at the University of Cambridge.
  3. 3. Corporate CultureCorporate culture is inherently linked tosocietal norms, South Korea has maintained adistinct and homogenous identity influenced byreligious and philosophical beliefsThere are a number of subtleties and nuancesin communication and interactions that youmust be aware of as an expatriate manager
  4. 4. Corporate Culture Analysis Hofstede’s Cultural Dimensions South Korea Femininity andPower Distance Masculinity High - 60 Low - 39 Long-Term Orientation High - 75Individualism v Uncertainty Avoidance Collectivism High - 85 Low - 18
  5. 5. Corporate Culture Analysis Hofstede’s Cultural Dimensions South Korea
  6. 6. Corporate Culture Analysis Hofstede’s Cultural Dimensions United Kingdom Femininity andPower Distance Masculinity Low - 35 High - 66 Long-Term Orientation Low - 25Individualism v Uncertainty Avoidance Collectivism Low - 35 High - 89
  7. 7. Corporate Culture Analysis Hofstede’s Cultural Dimensions South Korea and the UK
  8. 8. Corporate Culture Analysis Hall’s Cultural Dimensions South Korea United Kingdom Context Context Low Context V Low Context V High Context High Context High Low Polychronic V Polychronic V Monochronic Monochronic Polychronic Monochronic
  9. 9. Corporate Culture Analysis Hall’s and Hofstede’s Cultural Dimensions Dimension South Korea Score UK ScorePower Distance High 60 Low 35Individualism Low 18 High 89Masculinity Low 39 High 66Uncertainty Avoidance High 85 Low 35Long-term Orientation High 75 Low 25High Context/Low Context High - Low -Polychronic/Monochronic M-Time - M-Time -
  10. 10. Corporate Culture Analysis Challenges for the Expatriate Manager The importance of the collective means the expatriate manager must make attempts to bond with colleagues in order to facilitate productive relationships High power distance means that employees are likely to require explicit instructions from superiors and may avoid working autonomously Hierarchical status may come from social privilege rather than operational performance or personal achievement – employees of different statuses may be uncomfortable when interacting one another. Long-term orientation of South Korea means strategies will reflect long term profits and growth, with acceptance that goals will be achieved at a slower rate. In feminine orientated cultures overt displays of emotions; frustration, anger or distaste is considered unacceptable – the expatriate manager must learn the art of negotiation and compromise. High context cultures value rectitude, humility and modesty in professional interactions
  11. 11. Corporate Culture Analysis 5 Ways to Succeed as an Expatriate Manager Be friendly – relationships are important! Be open– respond to personal questions openly to facilitate strong bonds and relationships Demonstrate integrity – keep your word and action things you say you will, fast! Build relationships – personal relationships are key to successful business interactions, take the time to get to know your colleagues and staff and build positive relationships with them Use these connections – help your staff to develop using your business relationships
  12. 12. Corporate Culture Analysis 5 Ways to Fail as an Expatriate Manager Disrespect the business card ritual – the exchange of business cards is vital for initiating introductions Avoid personal questions Make people ‘lose face’ – the concept of Kibun is important to Koreans and to disrespect this to a Korean is to hurt their pride and challenge their dignity Make unfavourable comparisons – with Japan or China Failure to respect hierarchy – South Korea is hierarchical in nature and this feudality must be respected in the context of age, status or rank
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