This sample essay on Geert Hofstede South Korea reveals arguments and important aspects of this topic. Read this essay’s introduction, body paragraphs and the conclusion below.
International Business Government Negotiations with South Korea & Germany Instructor Joe Kanelo Alejandro Garza February 8 2013 Introduction Globalization has become a permanent factor in how business takes place in modern times. Cultural differences now affect not only tourists, but also entrepreneurs and academics facing challenges in working internationally. Business negotiations vary depending on a multitude of elements, however in this particular essay I will approach the matter from the perspective of location where they shall take place.
For the purpose of investigation, the subjects analyzed are Germany and South Korea apropos creating a good business environment. The aspects under consideration will mostly be cultural, based off of Hofstede’s 5-D dimensions model and other sources. Other cultural elements to consider are punctuality, appreciation of rules, time planning, personality, and communication. Contents International members of business organizations now face the challenge of undermining negotiations abroad.
They have to work in close contact in various locations in which culture may be an elusive concept to them as they intrepidly tread new ground.
These people have to find ways in which to interact and communicate with people from other countries different from their own. Germany is an important country in international business. Germans have their own onset of behaviors and motivations, which are most fascinating to study. In order to comprehensibly study the German business culture and how to set a proper business environment with them, one must analyze from the point of view of the most deeply rooted German characteristics.
If one were to acquire intercultural competence with egards to Germany, a more pleasant working relationship with this fascinating country can be possessed. It is important to note that each individual will respond a certain way to circumstances presented when dealing with this country, however a good understanding of generalized observations and statements regarding Germany can be fruitful in establishing a competent relationship. Because different individuals need to interact, problems may arise when acting in what is deemed “normal behavior” in ones own country.
This behavior can lead to irritability and alienation in certain parties due to a lack of understanding of the opposites culture. It is vital to reach a compatibility with the person to avoid misunderstanding and ill wrought feelings. If these people were to continue working in this fashion, an increasingly difficult and conflict ridden situation may arise. (Schroll-Mall, 2008) One of the first considerations to make when dealing business with a country such is Germany is the native tongue or language that is utilized. In Germany, the official language is German (at risk of sounding redundant).
Once this has been assimilated, certain etiquette or meeting protocol must be established. Greetings are quite formal in this country, in which a firm handshake can be a form of traditional greeting. It must be dully noted that a handshake should suffice for all people in a living space, including small people and children. It is commonplace to utilize the title of the person when they are being addressed i. e. utilizing “herr” or “frau” after the title and one’s first name. Punctuality is of utter most importance when dealing business of this country.
It is even expected to arrive on time on house visits. If expecting a delay to an appointment, it is required to telephone beforehand and indicate the difficulty of arriving in timely fashion. A business relationship with a German executive or company could be fouled profusely if a meeting is canceled at the last minute. Punctuality indicates planning and respect, something the Germans uphold. Germans are even pondered as planners; their culture upholds careful planning and thinking which can be followed accordingly. In this same manner, they have a great respect for rules and regulations.
Following an established protocol is vital to properly build and maintain negotiations with people of this country. It is important to stress that Germans do not value personal relationships to take part in business transactions. The only interest that they may partake are in academic titles and credentials, to gather a notion of level and how relative it is to their own. This being said, formality is expected when in negotiations and it is preferable to enter directly into the subject matter at hand and not delve too deeply into matters of small talk.
Before closing a deal, a German executive or businessman will try to comprehend every minute detail and innuendo before closing an agreement. According to Geerte Hofstede’s exploration of Germany through his 5-D model, Germany can be analyzed from various dimensions or perspectives: Power Distance, Individualism, Masculinity/Femeninity, Uncertainty avoidance and Long term orientation. This country is among the lower power distant countries, as a direct and participative communication meeting style is commonplace, where leadership is challenged to show expertise and knowledge.
In terms of individualism, Germany ranks high upon the ratings. There is a strong belief in the ideal of self-actualization. (Hofstede, 2012) Germany is a highly masculine country, as certain elements such as status, decisiveness and assertiveness and performance. In terms of uncertainty avoidance, the country is strong among this factor as there is a preference in deductive thinking. One can assimilate this from the law system and previous schools of thought by the likes of Immanuel Kant. This, in combination with low power distance provokes a high backbone in expertise.
In the last dimension presented by Hofstede, Germany is a short term orientation culture: they have high appraisal for tradition, strong social pressure and a small propensity towards acquiring savings. Which brings me to the next subject at hand: South Korea. It is imperative to safeguard some sort of knowledge with the very steep ancestry that follows this country. It is important to comprehend as well that it is situated to the east, bordering with North Korea and is approximate in location to such Asian countries as China and Japan.
I think it important to grasp a small amount of background on this country: I must note that Buddhism was replaced by Confucianism somewhere along the way that pretty much is solely responsible for how etiquette is fashioned in this country. This political and social ideology called for precise etiquette that mandated the use of respect language, universal bow, and personal behavior specifically tailored to rank. This form also thinking also brought upon the foundations of South
Korean society like segregating the living quarters denoted by gender, a hierarchy-based etiquette that became firmly embedded in Korea’s culture. (De Mente, 2008) Also notable is the language used in South Korea, which is named after the country, in which more than 65,000,000 people speak this native tongue. A South Korean concept called “Kibun” which can be closely translated into pride, face, and mood feelings is a primary factor in building interpersonal relationships with people from this country. “Kibun” is a permanent element in Korean every day life, so one must tread carefully when judging some one else’s Kibun.
Harmony is of utmost importance in this culture, so it is vital to be able to grasp some other people’s kibun and not hurt the opposite. When dealing with negotiations between collaborators in the same company, power rankings play a big importance and kibuns can be diminished if subordinates or managers do not take proper precautions. Greeting etiquette must be followed when doing negotiations in this country, which may be considered strict in South Korea. The person of lower status must bow to the other of higher status; with the senior commencing handshake.
Quite juxtaposed to German culture, South Koreans have a preference to initiate business with people with whom they have a personal connection, so it is rather fundamental to be introduced by a third party. In order to create an interpersonal relationship, South Koreans commence informal social gatherings that involve beverages and cuisine so that more knowledge can be gained from the separate parties. Due to this importance on relationships, contracts are not taken too seriously and are viewed loosely as documents that define agreement; hence flexibility on the contract is a given.
On the subject of punctuality, appointments or meetings are required with prior advance; on which you should arrive on time so that respect is demonstrated. It is expected to meet each other and gather knowledge of each party in the first meeting, as this lays a foundation. A curious factor that is of brief mention in Germany, however are given importance in South Korean culture, are business cards. Business cards are symbolic as to how will treat the person, so when received it is important to treat it with respect: A close examination of the card is expected.
In accordance to Geert Hofstede’s 5-D dimensions model, we can see that Korea is a hierarchical society, with a high degree of collectivism. This brings upon the matter that loyalty is a major factor in relationships in this country, and society fosters strong relationships where everyone takes responsibility of the other members of the group. (Hofstede, 2012) South Korea is a feminine culture, where working is the focus to live. However, it is also one of the most uncertainty avoiding countries in the world, and long term oriented. This demonstrates how the culture of South Koreans affects business treaties.
Conclusion In conclusion, these two countries demonstrate how difficulties may arise when doing negotiations and business transactions. Cultures vary greatly without caring for distance, so it is imperative to garner some sort of understanding before trying to do business internationally. Germany and South Korea prove to be fascinating subjects for analysis, where negotiations are not necessarily difficult to establish if the proper preparation is acquired. Bibliography Conway, W. (2006). Kiss, bow, or shake hands. (2nd ed. ). Adams Media. De Mente, B.
L. (2008). Ettiquete guide to korea: Know the rules that make the difference. Singapore:Tuttle Publishing. De Mente, B. L. (2004). Korean business etiquette: The cultural values and attitudes that make up the korean business personality. Singapore: Tuttle Publishing. Hofstede, G. (2012). The hofstede center. Retrieved from http://geert-hofstede. com/south-korea. html Hofstede, G. (2012). The hofstede center. Retrieved from http://geert-hofstede. com/germany. html Schroll-Machl, S. (2008). Doing business with germans. Munchen: Vandenhoeck & Ruprecht.