cultures of south korea and the united states

The Cultures of ROK & USA

walter.foreman

TODAY’S AGENDA1

• Introductions

2• Culture Background

3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Odds & Ends

Kim Dae Jung

(1925-2009)

Michael Jackson

(1958-2009)

WalterForeman강남구립국제교육원

학장www.gnucr.org

walter.foreman

Walter Andrew ForemanFirst

nameGiven name

Christi

an

name

Middle name

Last

nameSur-

name

Family

na

me

Mr. WalterMr. Foreman

지방행정연수원Local Government Officials

Development Institute

Thirty-one TraineesAverage age 47 (33-

49)Level 5 & 6 Civil Ser-

vants( 사무관 & 주무관 )

지방행정연수원Local Government Officials

Development Institute

TODAY’S AGENDA1

• Introductions


3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Odds & Ends

Culture

BIG “C” CULTURE: OBJECTIVE CULTUREVISIBLE 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

Who knows more about water…fish or birds?

Explain Korea…Imagine you are meeting an American for the first time.

How would you explain Korea to that person?

Spend 5 minutes discussing in a group (any language).

After 5 minutes, share your answers (in English).

What do Americans know about Korea?

What do you think the “average” American knows about Korea?

What do Koreans know about America?

What do you think the “average” Korean knows about America?

What do Koreans know about America?

TODAY’S AGENDA1

• Introductions


3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Improved Success

A B

C D

About 500 people

About 35 people

Personal Space

Personal Space

http://roketship.tumblr.com/image/237856693

Personal Space

TODAY’S AGENDA1

• Introductions


3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Odds & Ends

How old are you?Are you married?

Do you have children?What’s your religion?

What’s your blood type?

In English?

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

“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:

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.

Comparison between High & Low Context Culture

High Context Culture Low Context Culture

Indirect and implicit messages Direct, simple and clear messages


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

Comparison between 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

Polychronic time vs Monochronic time

P- time M-timeConcentrate 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 plansAre 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

Relationship-Oriented vs Task-Oriented

Relationship-Oriented Task-OrientedEmphasis 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

Richard Lewis: When Cultures Collide

What do you think Korea’s pattern looks like? Discuss in a group and draw a picture.

TODAY’S AGENDA1

• Introductions


3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Odds & Ends

94

Opening a meetingGermany 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 25Adapted from Richard D. Lewis

Formal intro. Protocol seating. Green tea. 15/20 min small talk. Signal from senior member. Begin.

Business ProtocolTypical 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

TODAY’S AGENDA1

• Introductions


3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Odds & Ends

The Importance of Communication

Ways We Communicate

Speaking Writing Gestures

FacialExpressions Posture Clothing

Hair Style

Kim Jung-man김중만

TODAY’S AGENDA1

• Introductions


3• Size & Space

4• Communication

Styles

5• Business

6• Body Language

7• Conclusion

8• Odds & Ends

Designer Yang LiuBorn 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.

http://www.yangliudesign.com/

http://www.yangliudesign.com/

Self-perception

Lifestyle

Personal Network

View of leaders

PROBLEM SOLVING

Self-expression

Punctuality

Lining up

Ideal of beauty

The Cultures of ROK and USA

walter.foreman

TODAY’S AGENDA1

• Introductions

2• History & Back-

ground

3• Structure &

Hierarchy

4• Communication

Styles

5• Office Logistics

6• Social Aspects

7• Conclusion

8• Odds & Ends

132

Value Dimensions of Culture

Value Dimensions

PowerDistance

Individualism orCollectivism

GenderDifferentiation

UncertaintyAvoidance

Short-term orLong-termorientation

http://www.glencoe.com/

133


In cultures with a large power distance among individuals, supervisors are “always right.”


134


In individualistic countries, people tend to take care of themselves and immediate families first.

Examples include the United States and Australia.


135


In cultures with a high degree of gender dif-ferentiation, men tend to dominate society and power structures.

Examples include Middle Eastern coun-tries.


136


In high risk-avoidance countries, managers are less willing to take risks.

Examples include Mexico, Portugal, Japan, and Korea.


137


The United States is an example of a coun-try with a short-term orientation.

Many Asian countries believe that placing importance on short-term results causes a company to ignore long-term results.


©2014 ITAP International, Inc. All Rights Reserved. 140

HIERARCHICAL STYLE

POWER DISTANCE Hierarchical Orientation versus Participative Orientation

60

54

4035 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.

Scor

e

South Korea Japan USA Germany United Kingdom


INDIVIDUALISMGROUP

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.

Scor

e

USA United Kingdom Germany Japan South Korea

46


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.

Scor

e

Japan South Korea Germany USA United Kingdom

143

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.

Scor

e

Japan Germany United Kingdom USA South Korea

©2014 ITAP International, Inc. All Rights Reserved.

144

TIME ORIENTATION Long-Term Orientation versus Short-Term Orientation100

83

26

88

51

0

10

20

30

40

50

60

70

80

90

100

Time Orientation

Country Sample Question: Tomorrow's profits are more important than today's profits

Scor

e

South Korea Japan Germany United Kingdom USA


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.

Individualism……the degree to which action is taken for the benefit of the individual or the group.

INDIVIDUAL ORIENTATIONGROUP ORIENTATIONLook out for

#1.If you want something done right, do it yourself.

Two heads are better than

one.Many hands

make light work.


Certainty……the extent to which people prefer rules,

regulations and controls or are more comfortable with unstructured, ambigu-ous or unpredictable situations.

NEED FOR CERTAINTYTOLERANCE FOR AMBIGUITY

Do it by the book.Better safe than sorry. Rules are meant

to be broken.Nothing

ventured, nothing gained.


Achievement……the degree to which we focus on

goal achievement and work or qual-ity of life and caring for others

ACHIEVEMENT ORIENTATIONQUALITY 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.


Time Orientation……the extent to which members of a society are

prepared to adapt themselves to reach a desir-able future, or the extent to which they take their guidance from the past and focus on fulfilling their present needs and desires.

SHORT TERM ORIENTATIONLONG TERM ORIENTATIONDripping 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…


151

Feminity vs. masculinity

Feminine: focus on - work to live, quality of life, rela-

tionships… Masculine:

focus on - live to work, material success, money…

Low High

Nurturing relationshipsLittle concern for control,

decisiveness, assertive behaviour or competition

Controlling relationshipsAssertiveness, decisiveness and competitive behaviour

Masculinity

152

Impact on management...

Feminity vs. masculinity

Masculine societies will value: competition, speed, strength and wealth promotion emphasis on individual responsibility open & hard conflicts

Feminine societies will value: equality, security, peace and nature cooperation, work conditions emphasis on collective responsibility conflict management through discussions

Average Annual Hours Worked Per

Worker

2,100 hours

1,900 hours

2000 2011

2,500+ hours

1,700 hours

The Cultures of ROK and USA

walter.foreman