Navigating the Korean Workplace
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A guide for newcomers to Korea to help them understand the Korean workplace and how to be successful in it. The target audience is anyone coming to Korea for the first time or with minimal experience in Korea, but there is an emphasis on Korean business workplaces.
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Navigating the Korean Workplace
- 5. Who knows more about water… fish or birds?
- 6. Culture
- 7. BIG “C” CULTURE: OBJECTIVE CULTURE VISIBLE CULTURE small “c” culture: subjective culture ‘hidden’ culture Economic, Educational, Religious, Governmental, Legal, and Political Institutions and Systems; Architecture, Dance, Music, Literature, Culinary Arts, Fashion, Heroes, Holidays, Popular Culture; Age, Ethnicity, Race, Gender Meaning of Time, Space, Life, Death, Myths and Legends, Behaviors, Verbal and Nonverbal Communication, Conflict Resolution, Definition of Right and Wrong, Immigration/Work Status, Marital/Parental Status, Personality and Thinking Style, Education, Sexual Orientation, Group or Individual Roles, Country of Origin
- 8. Imagine you are meeting a “foreigner” for the first time. How would you explain your culture to that person? Spend 5 minutes discussing in a group. After 5 minutes, share your answers.
- 9. Share your answers. How would you explain your culture to a “foreigner”?
- 10. What do “foreigners” know about Korea? Spend 5 minutes discussing in a group. After 5 minutes, share your answers.
- 12. What do you think Koreans know about your culture? Spend 5 minutes discussing in a group. After 5 minutes, share your answers.
- 18. When all you have is a hammer… everything looks like a nail.
- 23. Loyalty to your government & country Respect for your parents Fidelity & chastity to your mate Confucian Principles
- 24. Righteousness and justice between governors and the citizens Distinction (different roles) between husband and wife Order (respect and protection) between young and old Closeness (love) between parent and child Trust between friend and friend Confucian Codes
- 32. South Korea: internet penetration 2013-2016, by age group Internet usage rate in South Korea from 2013 to 2016, by age group Source: Korean Internet & Security Agency ID 226740 Note: South Korea; 2013 to 2016 80.1% 99.7% 99.9% 99.7% 96.8% 80.3% 41.8% 11.3% 78.8% 99.7% 99.9% 99.8% 97.5% 86.1% 50.6% 14.1% 79.8% 99.9% 99.9% 99.8% 98.8% 89.3% 59.6% 17.9% 82.9% 100% 99.9% 99.8% 99.4% 94.9% 74.5% 25.9% 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0% 3-9 years 10-19 years 20-29 years 30-39 years 40-49 years 50-59 years 60-70 years 70 years and older Percentageofpopulation 2013 2014 2015 2016 Further information regarding this statistic can be found on page 8.
- 33. South Korea: purpose of using the internet in 2016 Most popular internet usage reasons according to online users in South Korea as of October 2016 Source: Korean Internet & Security Agency ID 226749 Note: South Korea; July 16 to October 14, 2016; 3 years and older; 25,000 households and 61,238 household members 91.6% 89.1% 89.1% 47.2% 43.6% 17.6% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Communication Leisure activities Getting info or data Homepage management Education & learning Job search Percentageofrespondents Further information regarding this statistic can be found on page 8.
- 35. Online usage Further information regarding this statistic can be found on page 73. 23 Most popular online properties in South Korea in May 2017, by number of unique visitors (in millions) Korea: most popular web properties 2017 Note: South Korea; May 2017; Windows PC Source: Nielsen ID 388348 29.71 22.47 17.34 12.96 11.6 11.13 10.32 10.28 9.11 8.67 0 5 10 15 20 25 30 35 Naver Daum.net Tistory.com youtube.com google.com 11st.co.kr gmarket.co.kr google.co.kr auction.co.kr zum.com Number of unique visitors in millions
- 45. 491,324 566,835 629,006 678,687 750,873 747,446 910,149 1,066,273 1,158,8601,168,477 1,261,415 1,395,077 1,445,103 1,576,034 1,797,618 1,899,519 2,001,828 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Non-Koreans in Korea (2000-2016) Source: MOJ
- 55. Asian Financial Crisis (IMF) 1997
- 81. “We are a homogeneous people and don’t have to speak as much as you do here. When we say one word, we understand ten, but here you have to say ten to understand one. A well-known story of a Japanese manager explaining Japan’s high-context culture to a visiting American says:
- 82. A B
- 83. A B
- 84. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 85. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 86. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 87. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 88. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 89. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 90. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > schedules Schedules > relationships Strong distinction between in- & out-group Flexible and open
- 91. Comparison between High & Low Context Culture High Context Culture Low Context Culture Indirect and implicit messages Direct, simple and clear messages Polychronic Monochronic High use of non-verbal communication Low use of non-verbal communication Low reliance on written communication High reliance on written communication Use intuition & feelings to make decisions Rely on facts and evidence for decisions Long-term relationships Short-term relationships Relationships > than schedules Schedules < relationships Strong distinction between in- & out-group Flexible and open
- 92. High context situations can be difficult to enter if you are an outsider because you don't carry the context information internally, and because you can't instantly create close relationships. Low context situations are relatively easy to enter if you are an outsider because the environment contains much of the information you need to participate, and because can you form relationships fairly soon.
- 93. Comparison between Polychronic & Monochronic Polychronic Monochronic Time is flexible Time is linear and fixed Not worried about deadlines Hates missing deadlines Follow what happens, change the plan Follow the plan Focus on many tasks at once Focus on one task at a time People oriented Task oriented Follow rules of relationships Follow rules of privacy
- 94. Comparison between Polychronic & Monochronic Polychronic Monochronic Time is flexible Time is linear and fixed Not worried about deadlines Hates missing deadlines Follow what happens, change the plan Follow the plan Focus on many tasks at once Focus on one task at a time People oriented Task oriented Follow rules of relationships Follow rules of privacy
- 95. Comparison between Polychronic & Monochronic Polychronic Monochronic Time is flexible Time is linear and fixed Not worried about deadlines Hates missing deadlines Follow what happens, change the plan Follow the plan Focus on many tasks at once Focus on one task at a time People oriented Task oriented Follow rules of relationships Follow rules of privacy
- 96. Comparison between Polychronic & Monochronic Polychronic Monochronic Time is flexible Time is linear and fixed Not worried about deadlines Hates missing deadlines Follow what happens, change the plan Follow the plan Focus on many tasks at once Focus on one task at a time People oriented Task oriented Follow rules of relationships Follow rules of privacy
- 97. Comparison between Polychronic & Monochronic Polychronic Monochronic Time is flexible Time is linear and fixed Not worried about deadlines Hates missing deadlines Follow what happens, change the plan Follow the plan Focus on many tasks at once Focus on one task at a time People oriented Task oriented Follow rules of relationships Follow rules of privacy
- 98. Comparison between Polychronic & Monochronic Polychronic Monochronic Time is flexible Time is linear and fixed Not worried about deadlines Hates missing deadlines Follow what happens, change the plan Follow the plan Focus on many tasks at once Focus on one task at a time People oriented Task oriented Follow rules of relationships Follow rules of privacy
- 99. Polychronic time vs Monochronic time P- time M-time Concentrate on an event happening around them Concentrate on a task set before them Are committed to people and relationships Are committed to the job and end results Change plans often and easily Dedicate themselves to plans Are more concerned with community and shared connections Are more concerned with privacy and individual ownership Have strong tendency to build lifetime, familial relationships Have strong tendency to build temporary, practical relationships
- 100. Relationship-Oriented vs Task-Oriented Relationship-Oriented Task-Oriented Emphasis on interaction facilitation Emphasis on work facilitation Focus on relationships, well-being and motivation Focus on structure, roles and tasks Foster positive relationships is a priority Produce desired results is a priority Emphasis on team members and communication within Emphasis on goal setting and a clear plan to achieve goals Communication facilitation, casual interactions and frequent team meetings Strict use of schedules and step-by- step plans, and a punishment/incentive system
- 110. Richard Lewis: When Cultures Collide
- 112. What do you think Korea’s pattern looks like? Discuss in a group and draw a picture.
- 113. What do you think Korea’s pattern looks like? Discuss in a group and draw a picture.
- 117. Designer Yang Liu Born in China but living in Germany since she was 14, Liu has a unique grip of cultural duality — and she channels it with great wit and eloquent minimalism in graphics that say so much by showing so little.
- 119. Lifestyle
- 120. Self-perception
- 121. Personal Network
- 122. PARTY
- 123. View of leaders
- 124. PROBLEM SOLVING
- 125. Self-expression
- 126. Punctuality
- 127. Lining up
- 136. How many bottle of soju were sold last year? 3.4 million 3.4 billion 34 million 34 billion
- 137. How many bottle of soju were sold last year? 3.4 million 3.4 billion 34 million 34 billion
- 144. Call Beer Soju
- 145. Designated Driver
- 149. Business Protocol Typical Aspects of Business Protocol Greetings and introductions Acceptable and proper gestures Use of names and titles Gift giving Business card etiquette Conducting business meetings Manners Table manners Type of dress Visiting the home of a business associate
- 150. 150 Opening a meeting Germany Formal intro. Sit down. Begin. Finland Formal intro. Cup of coffee. Sit down. Begin. USA UK France Japan Spain/ Italy Number of minutes Informal intro. Cup of coffee. Jokes. Begin. Formal intro. Cup of tea. 10 min small talk. Casual beginning. Formal intro. 15 min small talk. Begin. 20/30 min small talk while others arrive. Begin when all are there. 5 10 15 20 25 Adapted from Richard D. Lewis Formal intro. Protocol seating. Green tea. 15/20 min small talk. Signal from senior member. Begin.
- 154. BA
- 155. Country Days Offered Days Taken Australia 20 15 Hong Kong 14 14 India 20 15 Japan 20 10 Malaysia 14 10 New Zealand 20 15 Singapore 16 14 South Korea 15 7 Thailand 11 10 UAE 30 30
- 156. “You left early and abandoned us” “You don’t work as hard as I do” “You don’t sacrifice for the company” “You don’t care about our results” “I am jealous of you”
- 159. 1. Rigid Structures and Hierarchy 2. Communication Issues 3. Mobile Phones and Office Communicators 4. Stressed / Hung-over Workers = Lazy Workers 5. Perception is King 6. Poorly Equipped Graduates 7. The Art of Looking Busy 8. Parkinson's Law of Time http://thesawon.blogspot.kr.
- 160. 1. Investment in Education 2. Supporting Staff Hobby and Sporting Groups 3. Free Lunch 4. Staff Dinners / Drinks 5. Company Events 6. Regular Staff Awards http://thesawon.blogspot.kr.
- 161. 161 Value Dimensions of Culture Value Dimensions Power Distance Individualism or Collectivism Gender Differentiation Uncertainty Avoidance Short-term or Long-term orientation
- 162. 162 Value Dimensions of Culture In cultures with a large power distance among individuals, supervisors are “always right.”
- 163. 163 Value Dimensions of Culture In individualistic countries, people tend to take care of themselves and immediate families first. Examples include the United States and Australia.
- 164. 164 Value Dimensions of Culture In cultures with a high degree of gender differentiation, men tend to dominate society and power structures. Examples include Middle Eastern countries.
- 165. 165 Value Dimensions of Culture In high risk-avoidance countries, managers are less willing to take risks. Examples include Mexico, Portugal, Japan, and Korea.
- 166. 166 Value Dimensions of Culture The United States is an example of a country with a short-term orientation. Many Asian countries believe that placing importance on short-term results causes a company to ignore long-term results.
- 169. Power Distance… …the degree to which inequality or distance between those in charge and the less powerful (subordinates) is accepted. HIERARCHICAL ORIENTATION PARTICIPATIVE ORIENTATIONEven better than respect is obedience. The highest duty is to respect authority. Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. The key to successful leadership today is influence, not authority. ©2014 ITAP International, Inc. All Rights Reserved.
- 170. Individualism… …the degree to which action is taken for the benefit of the individual or the group. INDIVIDUAL ORIENTATION GROUP ORIENTATIONLook out for #1. If you want something done right, do it yourself. Two heads are better than one. Many hands make light work. ©2014 ITAP International, Inc. All Rights Reserved.
- 171. Certainty… …the extent to which people prefer rules, regulations and controls or are more comfortable with unstructured, ambiguous or unpredictable situations. NEED FOR CERTAINTY TOLERANCE FOR AMBIGUITY Do it by the book. Better safe than sorry. Rules are meant to be broken. Nothing ventured, nothing gained. ©2014 ITAP International, Inc. All Rights Reserved.
- 172. Achievement… …the degree to which we focus on goal achievement and work or quality of life and caring for others ACHIEVEMENT ORIENTATION QUALITY OF LIFE ORIENTATIONNice guys finish last. Winning isn’t everything, it’s the only thing. All work and no play make Jack a dull boy. It is nice to be important, but it is more important to be nice. ©2014 ITAP International, Inc. All Rights Reserved.
- 173. Time Orientation… …the extent to which members of a society are prepared to adapt themselves to reach a desirable future, or the extent to which they take their guidance from the past and focus on fulfilling their present needs and desires. SHORT TERM ORIENTATION LONG TERM ORIENTATION Dripping water can eat through a stone. Diligence is the basis of wealth, and thrift the source of riches. One today is worth two tomorrows. Keeping up with the Joneses… ©2014 ITAP International, Inc. All Rights Reserved.
- 174. ©2014 ITAP International, Inc. All Rights Reserved. 174 HIERARCHICAL STYLE POWER DISTANCE Hierarchical Orientation versus Participative Orientation 60 54 40 35 35 0 10 20 30 40 50 60 70 80 90 100 Power Distance Country Sample Question: Employees should tell managers their views even if those views challenge those of the manager. Score South Korea Japan USA Germany United Kingdom
- 175. ©2014 ITAP International, Inc. All Rights Reserved. 175 INDIVIDUALISM GROUP INDIVIDUALISM Individual Orientation versus Group Orientation 91 89 67 18 0 10 20 30 40 50 60 70 80 90 100 Individualism Country Sample Question: The pursuit of individual goals is more important than maintaining harmony and consensus in the workplace. Score USA United Kingdom Germany Japan South Korea 46
- 176. ©2014 ITAP International, Inc. All Rights Reserved. 176 STRUCTURE/RULES CERTAINTY Need for Certainty versus Tolerance for Ambiguity 85 65 46 35 92 0 10 20 30 40 50 60 70 80 90 100 Certainty Country Sample Question: One can be a good manager without having precise answers to most of the questions that subordinates may raise about their work. Score Japan South Korea Germany USA United Kingdom
- 177. 177 ACHIEVEMENT Achievement Orientation versus Quality of Life Orientation 95 66 66 39 62 0 10 20 30 40 50 60 70 80 90 100 Achievement Country Sample Question: Competition between employees makes for a better organization. Score Japan Germany United Kingdom USA South Korea ©2014 ITAP International, Inc. All Rights Reserved.
- 178. 178 TIME ORIENTATION Long-Term Orientation versusShort-Term Orientation 100 83 26 88 51 0 10 20 30 40 50 60 70 80 90 100 Time Orientation Country Sample Question: Tomorrow'sprofitsare more important than today'sprofits Score South Korea Japan Germany United Kingdom USA ©2014 ITAP International, Inc. All Rights Reserved.
- 180. A B C D