Cultures of South Korea and the United States
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Transcript of 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
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
2• Culture Background
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
2• Culture Background
3• Size & Space
4• Communication
Styles
5• Business
6• Body Language
7• Conclusion
8• Improved Success
A B
C D
D
About 500 people
About 35 people
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
Personal Space
TODAY’S AGENDA1
• Introductions
2• Culture Background
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?
A B
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
2• Culture Background
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
BA
TODAY’S AGENDA1
• Introductions
2• Culture Background
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
2• Culture Background
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.
Self-perception
Lifestyle
Personal Network
PARTY
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
133
Value Dimensions of Culture
In cultures with a large power distance among individuals, supervisors are “always right.”
134
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.
135
Value Dimensions of Culture
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
Value Dimensions of Culture
In high risk-avoidance countries, managers are less willing to take risks.
Examples include Mexico, Portugal, Japan, and Korea.
137
Value Dimensions of Culture
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
©2014 ITAP International, Inc. All Rights Reserved. 141
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
©2014 ITAP International, Inc. All Rights Reserved. 142
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
©2014 ITAP International, Inc. All Rights Reserved.
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.
©2014 ITAP International, Inc. All Rights Reserved.
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.
©2014 ITAP International, Inc. All Rights Reserved.
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.
©2014 ITAP International, Inc. All Rights Reserved.
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…
©2014 ITAP International, Inc. All Rights Reserved.
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