Carrer Success and Quality of Life in south Korea - Essay Example

Career Success and Quality of Life in South Korea Introduction Management styles are the various methods of decisions making and associating with subordinates. Management styles can be classified into two contrasting styles; permissive and autocratic. The study of how individuals behave in organizations is known as organizational behavior (OB). It is concerned with aspects of how an organization influences individual and group behavior and how these groups and individuals become influential to the same organization.

Organizational behavior applies the behavioral sciences’ concepts to any pressing issue of management. Being an interdisciplinary field of study, Organizational behavior includes sociology, communication, psychology, and management. Further, it complements the studies of organizational theory; intra-organizational and organizational topics and human resource studies (Punnett 84). Discussion The Republic of South Korea is the fourth biggest economy in Asia. In the past few years, South Korea’s economy has improved tremendously resulting to improved quality of life and successful growth of many careers.

This achievement can be attributed to the commendable management style in South Korean Companies and the insightfulness of Korean Managers. As a result of its high fiscal reserves and low debt state, which could be mobilized to solve financial emergencies, South Korea was among the few developed nations that evaded recession during the 2008 worldwide financial crisis. Although Koreans have experienced a rough patch in their economy before, they recently to be among the world’s best economies with emerging possibilities for more growth, courtesy of the management style applied by the managers, and the dynamics and perspectives of organizational behavior (Chen 125).

Asian Value movement was a try by Asian nations to resist and replace the Western influences with traditional values. However, the movement was paused following the previous Asian economic concerns. Asian countries developed a high dependence on worldwide institutions and these dependences obligated them to shift into the Western financial system style so as to restore confidence of investors. In spite of the values that move nations towards globalization, managerial, social, and traditional factors like mianxi, guanxi, regional and national networking are still strongly attached to a lot of organizations.

It is obvious for foreign organizations who wish to enter into local markets and conduct business to apply and understand these traditional factors. Therefore, the management style tends to adapt them so as to exhibit local traditions, to act local and think global (Paul 629). The management system of South Korea has been significantly influenced by their traditional religious and social beliefs for many years. In South Korea, Managers require their instructions to be obeyed, and this requirement of obedience is normally fulfilled.

Confucianism stresses loyalty and obedience, and this reflects itself boldly in the relationship between the subordinates and the managers. It is necessary to view the manager as the head of a family who, in return for obedience, respect, and loyalty, provides the subordinates with help and support all the time. Although leadership is paternalistic and hierarchical, it is also joined with the concept of Korea which emphasizes the unity required between persons of the same standing and rank. Hence, it is vital that situations of the group be identified by lack of blame and confrontation.

The best manager uses a lot of time in ensuring that the members of his team have an excellent working relationship, as well as feeling integrated (Chen 128). In addition, ethical sustainability and social responsibility reflects the interaction of regional, global, local and national factors. While the Republic of South Korea has strong respect for elders and family values traditions, Western values have played a pivotal role in improving this country’s worldwide competitiveness, especially in the gradual decrease aberrations like corruption (Paul 631).

This architecture shows that even if Asian countries have the same backgrounds in society, history, geopolitics culture, and economy, there exists internal variations ranging from ethnic, ideological, and linguist to socio-cultural factors. Though South Korean economy is extremely globalized and developed; this country’s management culture remains highly unique and traditional in spite of sharing some similarities with Chinese and Japanese management practices. The Koreans use a consensus decision-making process in some situations, which is the same as the nemawashi system employed in Japan.

This system sees to it that the members of the group feel involved in any decision while also ensuring that the manager can keep maintaining an influence of the expected outcome. Managers are required to take a holistic concern in each of their subordinates, and this requires more involvement in some extremely personal aspects of life compared to what would be required in Anglo-Saxon nations, where private life and work are considerably separated (Chen 132). Korean enterprises are extending their footprints throughout the globe.

Therefore, it is necessary to understand their management system, which is unique from the Western world. Further, due to geographical and historical reasons, the management culture of South Korea interacts dynamically and shares with Chinese and Japanese culture and business system. The level of exposure to the management styles of the West is emerging to be a primary input to the divergence –convergence puzzle in Asian nations (Paul 635). Works Cited Chen, Min. Asian Management Systems: Chinese, Japanese and Korean Styles of Business.

London: Thomson Learning, 2004. Print. Paul, Justin. International Business. New Delhi: PHI Learning, 2011. Print. Punnett, Betty J. International Perspectives on Organizational Behavior and Human Resource Management. Armonk, New York: M. E. Sharpe, 2013. Print.