Bahrain

By:
Afzal Habib
Chanya Sodsiri
Kalayanajati
Napasakorn Vibulsrisajja 484 32294 26
Ongon Riabpradit
Vimvadee

Problems
Business structure aspect
• Korean Structure is hierarchical which impacts the understanding of relationship between
consultants and client of both the Americans and the Koreans—in reaching the final goal, each
adopts different approaches making it hard for consensusduring the way.

Management aspect
• Power of authority is undefined. Jack and Ellen, the co-manager, here are not clarified of
which role each person should play—overlapping of power. As a result subordinates find it
confusing of whose order should they follow leading to the delays of implementation plan

Cultural aspect
• Though a co-manager, Ellen’s views are still ignored by Jack andconsequently the
subordinates. This is because by culture, women in Korea are expected to be working mostly as
inferior. Reason behinds this might be also that at first the Korean company asked Andrew to
take the position with a strong note that it would be impossible to send a women yet Andrew
could not take the offer so Ellen had to take the place instead

Communication aspect
• Whileworking, Korean consultants tend not to ask questions or express their true thoughts
toward the idea because in general, Koreans regard saying ‘no’ as poor etiquette and something
to be avoided at all costs thus it is difficult for Ellen to get at the truth of the Korean
consultants’ intentions.

Human resources aspect
• Jack has no experiences in neither SI project nor consultingproject—instructs wrong
instructions regarding the projects
• Also, both consulting teams lack the training program preparing for expatriates or
employees at the MNC— Ellen is being sent to work oversea after she has been with the
company for only three months and Korean team has never been trained by their firm to work
with foreigners
• Senior management is rather ethnocentric. Each actor thinks theirnational norms of doing
business is more superior than another hence both are reluctant to compromise. Andrew thinks
the problems arise from the inexperienced Korean consultants whereas Mr. Song, the director,
argues that Ellen is the one with issues

First thing to be reconsidered is the undefined power of
authority then followed by other problems

Korean Culture
Korean Culture inGeneral
Food

Music and Dance

Traditional full-course meal
National classical music performing Sujecheon

House

Kimchi and Bulgogi

Traditional Sport

Clothing
Hanbok, traditional clothing

Hanok-- Traditional Korean houses
Ondol In modern usage it refers to any type of
under floor heating of a room that follows the
traditional way of eating and sleeping on the
floor

TaekwondoKorean culture
Geert Hofstede™ Cultural Dimensions
Culture is more often a source of conflict than of synergy Cultural
differences are a nuisance at best and often a disaster
Prof. Geert
Hofstede, Emeritus Professor, Maastricht University.

South Korea

60

18

39

85

75

Hofstede’s Dimensions
• Power Distance Index (PDI)
• Korea = 60 – high level of inequality
–hierarchical bureaucracy

• Individualism (IDV)
• Korea = 18 -- Collective society— group-oriented

• Masculinity (MAS)
• Korea = 39 – Femininity: a preference for relationships, modesty and caring

• Uncertainty Avoidance Index (UAI)
• Korea = 85 – the society is low level of tolerance for uncertainty and would
like to control everything in order to eliminate or avoid the unexpected

•Long-term orientation (LTO)
• Korea = 75 – Confucian dynamism
An acceptance of the legitimacy of hierarchy and valuing of
perseverance and thrift

Doing Business with Korean people
--The quality of the relationships developed are the real key
to business success
• Gift Giving – at first business meeting
• part of Korean business life
• Alcohol: malt whisky and brandy – an appreciated...