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Ellen Moore: Living and
Working in Korea
Advanced Project Management
Yasser Roberto
Qarashia Castillo
Presentation
Outline
Korean Business Culture
Firm’s goals
Central Issue
Constraints to the problem
Available alternatives
...
Welcome to Korea
 Capital Seoul
 Largest city Seoul
 Official languages Korean
 President Lee Myung-bak
 Prime Minist...
Korean Business Culture
 Korean business managers value questioning and deep
interest in their business by their service ...
Korean Business Culture
 Strong hierarchy prevents direct and frequent client-service
provider interaction.
 Clients are...
Work Teams in Korea
 Team based organizational culture.
 High emphasis on team building.
 Team bonding both inside (e.g...
Group Norms
 Face saving is given priority.
 Face saving doesn’t mean avoiding negative feedback.
 Demonstrating leader...
Women in Korea
 Delineation between the roles of males and females. Males
are supposed to cater the public sphere and wom...
WSI in Korea
 Western System Inc. (WSI) is a North American company that
entered in a joint venture with Koran Conglomera...
Central Issue
 Central Issue is a combination of two factors.
1. Organizational hierarchy of the project has two leaders,...
Other factors to consider
This tussle is resulting
in delays with
deliverables of SI,
which is hindering the
progress of t...
Firm’s Goals
SCG consultants will assist the Korean consultants from
JVI for 7 months for successful System Design and
Imp...
Constraints to the Problem
Lack of direct communication
between American and
Korean consultants due to
language barrier.
K...
Tug of War between Ellen and Kim
Ellen’s issues
 Kim control the SI Team all the time and ignores Ellen’s
instructions.
...
Tug of War between Ellen and Kim
Kim’s issues
 Sharing hierarchy with Ellen is confusing.
 Ellen wants to take control ...
Available Alternatives
Take Ellen Moore out of the project.
Take Jack Kim out of the project.
Interest-based conflict r...
Alternative 1: Take Ellen Moore out
of the project
Pros Conflict will be resolved
Cons No experienced SI consultant will b...
Alternative 2: Take Jack Kim out of
the project
Pros Conflict will be resolved
Project will not accept out of scope work
P...
Alternative 3: Interest-based
Conflict Resolution between Ellen
and Jack
Pros
Conflict will be resolved
Expertise of both ...
Implementation Plan
 Elle and Jack should make project decisions in conjunction.
 Only one person should be acting as se...
Project Hierarchy
Adrew Kilpatrick Principal
System Consulting Group
(SCG)
Korean Consultants
Joint Venture Inc.(JVI)
Scot...
Project Hierarchy
Adrew Kilpatrick Principal
System Consulting Group
(SCG)
Korean Consultants
Joint Venture Inc.(JVI)
Scot...
Implementation Plan
 Interest-Based Relational Approach recommends (Lewicki et
al. 235):
 Good relationships should be m...
What questions do you have?
Thank You
References
 Bruce Tuckman. "Developmental sequence in small groups".
Psychological Bulletin 63. 6 (1965): 384–399.
 CIA,...
International Project Management  Ellen moore living and working in korea
International Project Management  Ellen moore living and working in korea
International Project Management  Ellen moore living and working in korea
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International Project Management Ellen moore living and working in korea

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Advanced Project Management Presentation. The topic is Ellen Moore: Living and Working in Korea

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International Project Management Ellen moore living and working in korea

  1. 1. Ellen Moore: Living and Working in Korea Advanced Project Management Yasser Roberto Qarashia Castillo
  2. 2. Presentation Outline Korean Business Culture Firm’s goals Central Issue Constraints to the problem Available alternatives Implementation plan
  3. 3. Welcome to Korea  Capital Seoul  Largest city Seoul  Official languages Korean  President Lee Myung-bak  Prime Minister Kim Hwang-sik  Area Total 38,691 sq mi (109th country in size)  2012 population est. 50,004,441 (25th largest country)  GDP (2012 est.) $1.622 trillion (12th highest)  Per capita income $32,431 (25th highest) Source: CIA World Factbook, 2012
  4. 4. Korean Business Culture  Korean business managers value questioning and deep interest in their business by their service provider.  Strict organizational hierarchy is followed.  Strict supervisor-subordinate relationship.  Valid and invalid client requests are accepted without negotiating with the client.  High loyalty to work.  Precise business rituals such as exchange of business cards, or calling the other person by complete name and title.
  5. 5. Korean Business Culture  Strong hierarchy prevents direct and frequent client-service provider interaction.  Clients are considered to have higher rank in society than service provider. This results in unnecessary interference from clients.  Korean service providers don’t like to disturb their clients by asking business related issues. This can result in wrong implementation of solution.  Koreans don’t know how to say NO to clients.  Coaching Korean professionals is difficult as they would always answer in affirmative if they are asked whether they understand the matter or not.
  6. 6. Work Teams in Korea  Team based organizational culture.  High emphasis on team building.  Team bonding both inside (e.g. lunch) and outside work environment (e.g. dining out).  Sharing drinks is a team forming activity (Bruce 385).  Challenges colleagues is a common norm in social activities and meetings.
  7. 7. Group Norms  Face saving is given priority.  Face saving doesn’t mean avoiding negative feedback.  Demonstrating leadership by manager is important.  Leadership is demonstrated by the display of disappointment in front of all team members, in case of below standard work.  Leadership is also demonstrated by not complementing the team member for satisfactory work.  Frequent complements are signs of a weak leader.
  8. 8. Women in Korea  Delineation between the roles of males and females. Males are supposed to cater the public sphere and women are restricted to private life of home.  Social status and work equality for Korean women is improving. Means more professional women.  Women are generally paid lower than men for the same job and are given menial positions.  So, Women are not very common in Korean business community, especially in a position of power.  Women are accepted in business culture if they are qualified and have required skills to complete the designated work.  Women usually not invited to social dinners.
  9. 9. WSI in Korea  Western System Inc. (WSI) is a North American company that entered in a joint venture with Koran Conglomerate Inc. (KCI) to form Joint Venture Inc. (JVI) in Korea.  WSI is an IT company and Senior Consulting Group (SCG) is part of WSI.  WSI has won the largest consulting project in Korea and this project will be implemented within 7-10 years.  WSI unexpectedly got the project as the existing government contractor has been working with government for a long time.
  10. 10. Central Issue  Central Issue is a combination of two factors. 1. Organizational hierarchy of the project has two leaders, which can lead to miscommunication, thus contradiction in their decisions. 2. Lack of experience of the Korean assigned consultant and his team (background, or knowledge).
  11. 11. Other factors to consider This tussle is resulting in delays with deliverables of SI, which is hindering the progress of the entire project and they are lagging behind the project deadlines by 1 month. Ellen Moore is of the opinion that Korean consultants, such as Jack Kim, lack the experience and knowledge to complete the assigned project in time. Korean consultants think that the American consultant, Ellen, is not qualified. Also, she had no previous experience of handling Government Agency and is unaware of Korean Culture.
  12. 12. Firm’s Goals SCG consultants will assist the Korean consultants from JVI for 7 months for successful System Design and Implementation to fulfill their contract with Korean Government. SCG also wants to educate the Korean consultants about System Implementation (SI) in order to effectively carry out the government project for JVI.
  13. 13. Constraints to the Problem Lack of direct communication between American and Korean consultants due to language barrier. Korean culture is conservative towards women in position, it is male-oriented society. Differences between the culture and management styles of Korean and American consultants. Interference from client and the acceptance of out of scope work by Korean consultants.
  14. 14. Tug of War between Ellen and Kim Ellen’s issues  Kim control the SI Team all the time and ignores Ellen’s instructions.  In Kim’s presence, Ellen can’t properly coach the SI team.  Kim’s standalone decision for marketing research project.  During the dinner Kim spoken with other colleagues in Korean and tried to exclude Ellen from discussion, as usual.
  15. 15. Tug of War between Ellen and Kim Kim’s issues  Sharing hierarchy with Ellen is confusing.  Ellen wants to take control of his team.  He is closer to Korean consultants and has long term interest in working with them, so, they should not follow Ellen who is in Korea only for 7 months.
  16. 16. Available Alternatives Take Ellen Moore out of the project. Take Jack Kim out of the project. Interest-based conflict resolution between Ellen and Jack
  17. 17. Alternative 1: Take Ellen Moore out of the project Pros Conflict will be resolved Cons No experienced SI consultant will be left on the team Jack will accept out of scope work, further delaying the project deliverables and JVI might end up losing the new and strategic client No transfer of knowledge to Korean consultants
  18. 18. Alternative 2: Take Jack Kim out of the project Pros Conflict will be resolved Project will not accept out of scope work Project deadlines will be followed without interruption resulting in delivery of agreed work Cons No face-saving for Jack Ellen doesn’t have experience in dealing with Korean clients and team members No knowledgeable and experienced person will be left on SI team after ending of SCG contract in 7 months. May lead to project failure at later stages
  19. 19. Alternative 3: Interest-based Conflict Resolution between Ellen and Jack Pros Conflict will be resolved Expertise of both Ellen and Kim will be retained Project delivery on time Adequate transfer of SI knowledge to Korean consultants Cons Conflict may arise again in future
  20. 20. Implementation Plan  Elle and Jack should make project decisions in conjunction.  Only one person should be acting as senior consultant.  It is recommended to make Jack Kim an assistant to Ellen for 7 months.  After the completion of SCG contract, Jack can be promoted in place of Ellen.
  21. 21. Project Hierarchy Adrew Kilpatrick Principal System Consulting Group (SCG) Korean Consultants Joint Venture Inc.(JVI) Scott Adams Senior Consultant Systems Consulting Group Ellen Moore Senior Consultant System Consulting Group (SCG) Jack Kim Consultant Joint Venture Inc.(JIV)
  22. 22. Project Hierarchy Adrew Kilpatrick Principal System Consulting Group (SCG) Korean Consultants Joint Venture Inc.(JVI) Scott Adams Senior Consultant Systems Consulting Group Jack Kim Consultant Joint Venture Inc.(JIV)
  23. 23. Implementation Plan  Interest-Based Relational Approach recommends (Lewicki et al. 235):  Good relationships should be made the first priority and this is inline with Korean Culture and will help Ellen and Andrew to be courteous and professional to their Korean counterparts.  People and problems should be treated separately. Project related problems e.g. project scope should be identified separately than interpersonal issues e.g. personality conflicts.  Efforts and interests should be focused on firm’s goals.  Facts should be set-out (e.g. project deadlines) in order to attain measurable and objective approach towards decision making.
  24. 24. What questions do you have?
  25. 25. Thank You
  26. 26. References  Bruce Tuckman. "Developmental sequence in small groups". Psychological Bulletin 63. 6 (1965): 384–399.  CIA, 2012. CIA - The World Factbook. [ONLINE] Available at: https://www.cia.gov/library/publications/the-world- factbook/geos/ks.html. [Accessed 25 December 2012].  Lewicki, R.J., Weiss, S.E., & Lewin, D. “Models of conflict, negotiation, and third party intervention: A review and synthesis.” Journal of Organizational Behavior 13.2 (1992): 209-252.

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