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Case Study On The Problems

Type of paper: Case Study

5.0
Topic: Company, Management, Culture,
Market, United States, South Korea,
Finished papers: 1787
Business, Print

Pages: 4
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Introduction Eloquently written and immaculately formatted

KIA Motors is a company that is run on a stringent Confucian culture and it is under a
president. Byung Mo Ahn is the president of the company which has its headquarters at HIRE THIS WRITER

Korea. The company is known to have a culture a culture that is suffocating for the
Americans. This is because it is defined as a culture where there is a King, who is the
controller of everything and even worse he knows everything. The subjects just have to
follow the militaristic system which according to numbers has worked for the company Calculate Price
and its sister Hyundai. Type of service

Academic Editing &

The company tends to fire its employees at an average time of after every three years. Calculations
writing Proofreading
This happens mostly in the U.S and the workers that stay in the U.S offices tend to
Academic level
complain about the corporate culture of the company. It means that there has to be a
problem in the expected culture or company running in the two nations. There is one High school Undergraduate

party that is not flexible to the system of management or there is one that wants to be Bachelor Professional

listened to and can’t get it.

Type of Paper
The main problem stems from the culture of the company and the inflexibility of the U.S
executives to adapt to the environment. Kia motors top brass management considers Case study
the company a manufacturing plant while the culture in the U.S believes in marketing.
The two cultures come due to understanding the market. The market stipulations in the Deadline Pages

U.S depend on the company efforts to reach the product to them.

14 days - 1 +
The conflict is that of ideas and culture where the Korean executives want their culture
which is of the company to be upheld while the U.S executives want to keep up with 275 words = 1 page double-spaced

the market trends. The executives in the U.S are flexible to market dynamics where they
Approx. price
let the company run by studying the environment and fulfilling the needs of the market.
The Korean counterparts want the internal management strategies to run the company
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where the company culture is more important than the external forces. The culture
diversity is not appreciated and it has to be embraced in order to have the goals
achieved.
There is the lack of belief in the American management culture for the Korean
company. This is the case because the Americans get sacked from the company often
even when results are felt. There was an instance when the vehicles were not up to the
standards that the American market wanted. The problem was combated by the
engineers who returned the order in the market and restored the customer’s confidence
in the market as well as the company image. This shows that one, each market has its
own preferences and two, that the department is the one to control its work.
The market has to be listened to in order to gain business advantage and handle
customer satisfaction. This is because the market determines what the company gives
to them and what the company receives in return, of course to the management this is
the illusion. All in all the market has to be placed at a strategic point so as to ensure
that the products gain the market advantage. This is where the distinct market tastes
are captured in the final product and this will only be determined by listening to the
market and putting the feedback in consideration. This is what the U.S management
considers important.
The company departments play an important role especially the engineers. After the
feedback is received, the engineers determine what is most important to the customer.
It means that the company president is not the one on the ground to bring up the final
product. The ability to satisfy the customer therefore lies with the engineers who make
the decision to collaborate with the market trends. It means that there has to be
flexibility in that the company listens to the external environment and makes the
necessary adjustments to suit the various demands.
Management laxity is considered as a failure in the U.S corporate culture. This is the
reason that the management has to adapt by distributing duties, decision making and
even external environment into the company management. The Korean management
finds this an offensive behavior and therefore has to fire the current management and
get in new people to follow the stringent managerial rules laid down in the foreign land.

The way out

Management culture tends to be dynamic in the world and the scope of dynamism
differs with every country and especially continents. What the Korean management
pushes for is uniformity in the management culture while the U.S management
understands the practice differently. This is bound to bring conflict and it is important
that the two countries understand the difference in culture so as to accommodate each
other. Therefore in order for the Korean management to work together with the U.S
management crew, there is need for flexibility.

Conclusion
It means that the two management cultures should find a common push factor that is
aimed to better the objectives of the company. Results should be the push factor in this
situation since the company is performing well, the culture should not bring about
conflict. As long as the management delivers the required results in sales, the
management culture should be something to be improved by the different
stakeholders.

Works Cited
Berglund, H. Interesting Theories of Innovation: the Practical use of the Particular.
Goteborg: Chalmers university of Technology, 2004. Print.
Daft, L. R. Management. Tennessee: South-Western Cengage Learning, 2008. Print.
Exploring. Exploring Business. Washington: Saylor Foundation, 2014. Print.
Hvidt, M. Economic Diversification in GCC Countries: Past Record and Future Trends.
Denmark: University of Southern Denmark, 2013. Print.
Kim, R. "Samsung's Competitive Innovation and Strategic Intent for Global Expansion."
Problems and Perspectives in Management (2007): 131-135. Print.

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