the Koreas, Japan, the US & Hofstede

(part four)

North Korea

   For little more than a half-century, North Korean managerial styles, must necessarily take into account the 15 main planning committees, any established bureaus and 20 departments under the State administration Council (including more bureaus, departments and 20 committees of their own). Some agencies have established their own branches at more local levels; which presumably helps. In addition, significant aspects of these governing bodies undergo frequent reorganization. (Nirgitian, Chief of the Free World, n.d.)
   Beyond this there is little to confirm. However, historically, such organizational paradigms are fraught with corruption, politics for its own sake and the like. Also bearing in mind the Oriental concept of “face”, one may presume a significant amount of what negative likely offered up with as positive a spin as possible.
   In light of its history, and what has unfolded since vis-à-vis its government command and control structure, and resultant economy (real GDP per capita, per the United Nations Development Program, was calculated in the late 1990s at just under $4000), the above supposition may well bear out (the David M Kennedy Center for International Studies, 1997). Should this be true, one may presume further that given Hofstede’s metrics for South Korea, North Korea might well exhibit a markedly greater power distances score. Similarly, one would expect a notable reduction in the already very low individualism ranking, and an increase in the masculinity, uncertainty avoidance and long-term orientation rankings.

South Korea
   Apparently, even without the film of the cult of personality imposed on the north, the Koreas have always tended to be paternalistic, hierarchical; with those in leadership positions needing to corral harmony as persons in higher rank, (referred to as inwha). Consistent with “face”, respected South Korean managers are expected to nurture group dynamics with an eye towards no or low blame or confrontation. Consequently, what is prized most of management is excellent and facilitation, weaving all employee relations into a balanced orchestration with each participant able to recognize the importance of their contribution (World Business Culture, n.d.).
   Innovative academic writing for business in the West has seen a renaissance of core values, being creative, inventive and thinking about your workers. Just prior to the housing bubble in the West, which put the world’s economy through a recession we are all just now coming out of, the Korean labor Institute launched something called the New Paradigm Center. The center's mandate is “to study, consult on, and promote people-centered management practices, primarily in small and medium-size enterprises” (Pfeffer, 2007).
   Of the countries considered, South Korea’s business environment seems closest to a characterization of a highly functional village. An awakening that began in the 1960s, lasting for three decades, found South Korea as one four Asian Tigers, (along with Singapore, Hong Kong and Taiwan); all of whom have so developed as to now be recognized as advanced, high income economies.