Some Feedback on Hierarchy Part 1-3
Sent Friday, September 21, 2012
We've received some great feedback on the 3 Korean
hierarchy articles.... hope you enjoy, too.
This is really interesting stuff
and is helping to give me a valuable insight into the working culture of my
Korea Facing educational newsletters, it is really a great and easy way to get
the basics so that you want to know more....
This information is very timely
points! I liked Part 3.
today's organizations in America, Korean organizations are also presented with
the internal challenge of bringing multi-generational employees together to
create harmony and cohesiveness. Individuals from each generation,
such as traditionalist, baby boomer, generation X, or generation Y, bring
divergent values, beliefs, attitudes, and expectations based on their pivotal
experiences and events that portrait both personal and societal
backgrounds. These multi-generational terms may be not used exactly the
same in Korea, but the challenges that Korean organizations face at the moment
caused by the gap between different generations are virtually the same.
of each generation group were born and grew up in the same time period which
allows them to witness/participate in common historical events such as
political and economic changes. For this reason, individuals with shared
experience have an easier time building bonds and working together in harmony
rather than working with individuals from different generation groups.
The particular characteristics of each generation group deeply influence how
employees think about many aspects of organizational behavior such as
motivation, satisfaction, creativity, innovation, loyalty, commitment, and team
work. This accentuates the importance of understanding those distinctive
characteristics of each generation group in order to engender successful
outcomes while working with the multi-generational workforce in an
opinion, this type of issue should be dealt at the top management level rather
than middle or lower level management for more satisfying outcomes. As
the middle managers noted, they are fearful of losing opportunities to get
promoted or even losing jobs by provoking their superiors and subordinates in a
negative way. Expecting them to make a difference in their views and
behaviors without getting full support from top management may have a very
little bearing on acquiring successful outcomes.
Change is not easy, but feasible as long as transformative leadership is
practiced by every single member of an organization from top to bottom.
Thank you for sharing and allowing me to contribute my two cents!
Chunghea (Jennie) Oliver shares that she grew up
during the wild days as South Korea sought to shed its image as the Hermit
Kingdom and to engage the hyper-modern world of global business as an engine of
technologic wonder and manufacturing excellence. She travelled to the
Philippines and to America to study, work, and discover a life for herself.
Along the way,
Chunghea has earned degrees in both business and education, which culminated in
her successful defense of an interdisciplinary dissertation looking at the
question of cultural competence and second language acquisition in order to
complete the Doctor of Education in Organizational Leadership offered by Argosy