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South Korean Culture According

ToHofstede
Authors:
Airinei tefania Oana
Aurschioaei Andreea-Elena
Ciurlic Maria
Harbuzariu Alexandra

Location

Cultural dimensions in South Korea

Features of collectivism in the


South Korean culture

South Korean are characterized


by:
a desire to belong
loyalty to ones group or
organization
a high priority placed on the
interest of the gro
up as a whole

Features of masculinity in the South


Korean culture
South Korean are characterized by:
people value equality, solidarity and
quality in their working lives
conflicts are resolved by
compromise and negotiation
focus is on well-being, status is not
shown
decision making is achieved through
involvement.

Features of high power distance in


the South Korean culture
people accept a hierarchical order in
which everybody has a place and
which needs no further justification
centralization is popular
subordinates expect to be told what
to do and the ideal boss is a
benevolent autocrat

Atitudes towards time monochronic


time in the South Korea culture
people were on time for meetings
no excessive attention to watches

Communication styles in South


Korea culture
Slurping and burping at the table are seen as
compliments and that you are satisfied with your meal

Spitting and blowing snot in public are


also acceptable gestures. In South
Korea, these behaviors are seen as
cleaning yourself

Two peace signs symbolize happiness


and enjoyment

When Korean businessmen meet the


opposite party, they would shake
hands with them after a bow. They
would ensure to support their right
forearm with the left hand in order to
show respect.

Before departing, the Korean businessmen


also bow to show satisfactory. Posture is
important, even while bowing. Bowing
occurs from the waist, and not the neck.
One bows by bending forward their upper
body from the waist, standing straight
with knees closed.

While meeting up with a customer,


Korean businessman would show a
limp hand, meaning to direct the
customer to come over here (their
position).

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