The Korean Management System

The Korean culture and the impact of the geopolitical environment of the Korean peninsula have produced a unique behavioral pattern in both managers and workers. It is necessary to understand this behavioral pattern in order to understand the Korean management system that has played such a major role in contributing to the phenomenal economic achievement of the Korean business community. Entrepreneurs, top executives, managers and workers are all integral parts of the management system, and their performance is given an in-depth analysis. After introducing the reader to the Chinese and Japanese cultures that share a common Oriental heritage with the Korean culture, the authors discuss the geopolitical influences of the major powers: China, Russia, Japan, and the United States. The Koreans first learned modern management principles from the Japanese, and following World War II, from the Americans. Later, the Korean government actively supported businesses' survival and prosperity. The various entrepreneurial management styles influence the development of Korea's modern managers as well. The impact of the group and individual behavior of Koreans, the evolution of the chaebol, the management of human resources, and the Office of Planning and Control are explored in depth. The very special ethical issues that surround Korean business dealings are also given particular attention. Top executives, managers, and entrepreneurs doing business in Korea or with Korean businessmen will be interested in this book's discussion of the Korean management system. This book will make excellent supplemental reading material in international business, human resource, and strategic management courses.

During the 1990s the Korean economy was regarded as a possible "role model" to be followed by other newly industrializing economies, but the "Asian Crisis" of 1997 destroyed this image. Past practices, challenges and responses are explored in this collection by an international group of authors.

This book aims to present an overview of Chinese, Japanese and Korean modern management styles. The cultures of China, Japan and Korea are influenced by Confucianism, Daoism and Buddhism. As such, there are some basic similarities in their management styles. As business operations become more internationalised, the management styles among Chinese, Japanese and Korean companies have blurred the lines of distinction between Western and Eastern cultures. The need for Western managers to adapt to Asian way of doing business, and likewise for Asian companies to understand Western business practices, means that managers have to bridge the gaps and adopt the best management practices containing both Western and Eastern elements.Unlike the traditional approach of setting clear differentiation between Western and Eastern cultures, this book looks at Oriental management from a modern perspective, that is, the fusion of Western and Eastern management styles. By using a multifaceted approach to understanding modern Oriental management, the author stresses the complexities of the business environment in China, Japan and Korea. He suggests that Western theories of management are applicable to Eastern cultural context with some adaptations to the local environment. The author also offers valuable insights into the management styles of Oriental managers by providing a critical perspective of their thought processes in simple yet highly relevant illustrations of models and frameworks. This book is recommended for those who are interested in attaining a deeper knowledge of Oriental management practices.

Throughout the last several decades, Korean companies have entered the world markets in a wide range of manufacturing industries with great success. How did they achieve this exceptional performance? This book uncovers the secret of their performance through a comprehensive analysis of the Korean management system. It explains to an international audience how it has developed, why it works so well, and what non-Koreans can learn from it. The book analyzes the management of Korean firms from three different perspectives. First, a historical perspective is applied by showing how Tiger Management has emerged and how it has been continuously advanced over the last 50 years. The breathtaking stories of how Korean companies, seemingly coming from nowhere, have challenged their Western and Japanese competitors on the world markets are told. Second, the cornerstones of Tiger Management are analyzed from a functional viewpoint, showing that the success of Korean companies rests on a smart combination of business strategy, leadership, and human resource management practices. Finally, the present and future of Tiger Management is discussed by showing how Korean companies have adapted to changes in their business environment at home and abroad, and what non-Korean companies can learn from their Korean rivals. The book gives an up-to-date analysis of Korean management practices from a global perspective. It identifies the success factors of Korean companies: long term, aggressive and persisting business planning, speed, flexibility, strong leadership, strong teamwork, and high investment into human skills and capabilities. It illustrates how these management practices complement each other and provides non-Korean companies with signposts how they can adopt them.

Korea's rapid industrialization and its emergence on the world market amidst high competition within recent years are remarkable events in its economic history and thus began to attract the interest of Western economists and public and private managers. Recently the Korean business firms have landed on the United States and collaborated with their counterparts in the United States. A series of these events made two countries--Korea and the United States--eager to know each's management system for their joint venture. If businessman are going to be able to deal effectively with their counterparts it is essential that they understand each other's values, behavior, and their management system. This thesis first focuses on each management system between Korea and the United States in terms of cultural background, then overviews their general characteristics. The survey was conducted for the Korean management system by utilizing Likert's model. Its data is compared with those of the American management system from the previous ICL Study. Finally it shows where and why their management systems differ and what they can learn from these differences by reviewing their merits and demerits. Originator-supplied keywords: Likert's 4 System-Management, Confucianism, Organizational Variables, Korean Management System, American Management System, Exploitive-Authoritative, Benevolent-Authoritative, Consultative, Participative.

South Korea has been recognised as a pivotal economic force within its region. This book explores the key areas of management, exploring the opportunities and challenges that managers face. Incorporating expert contributions, this book provides a complete overview of the current state of management in South Korea.

Throughout the last several decades, Korean companies have entered the world markets in a wide range of manufacturing industries with great success. How did they achieve this exceptional performance? This book uncovers the secret of their performance through a comprehensive analysis of the Korean management system. It explains to an international audience how it has developed, why it works so well, and what non-Koreans can learn from it. The book analyzes the management of Korean firms from three different perspectives. First, a historical perspective is applied by showing how Tiger Management has emerged and how it has been continuously advanced over the last 50 years. The breathtaking stories of how Korean companies, seemingly coming from nowhere, have challenged their Western and Japanese competitors on the world markets are told. Second, the cornerstones of Tiger Management are analyzed from a functional viewpoint, showing that the success of Korean companies rests on a smart combination of business strategy, leadership, and human resource management practices. Finally, the present and future of Tiger Management is discussed by showing how Korean companies have adapted to changes in their business environment at home and abroad, and what non-Korean companies can learn from their Korean rivals. The book gives an up-to-date analysis of Korean management practices from a global perspective. It identifies the success factors of Korean companies: long term, aggressive and persisting business planning, speed, flexibility, strong leadership, strong teamwork, and high investment into human skills and capabilities. It illustrates how these management practices complement each other and provides non-Korean companies with signposts how they can adopt them.

Focusing on HRM developments in thirteen developing countries across Asia, Africa and the Middle East, this book explores the contextual functions of HR in these countries. In addition, it analyzes the more general issues of HRM in cross-national settings to give readers an understanding of HR that is both comparative and contextual. Covering the policies and practices of China, South Korea, Taiwan, India, Nepal, Pakistan, Iran, Saudi Arabia, Algeria, Nigeria, Ghana, Kenya and South Africa, each chapter follows a framework that draws out all of the unique and diverse configurations of HRM. This important text is an invaluable resource for all HRM practitioners, students and scholars of HRM, international HRM and international business.