-READ CAREFULLY THE PAPER; Management in South Korea: a review.Management Decision.).

-COMPARE KOREAN MANAGEMENT WITH MANAGEMENT IN China or Japan or USA(your choice). FOLLOW THEEXAMPLE LOCATED IN the article below

-Cultural parallels with France Both South Korea and France appear to be characterised by: A relatively high degree of power distance and authoritarianism. Strong uncertainty avoidance. High context. Monochronicity - polychronicity. Relatively low trust of others. The Koreans have their clan (the chiban), while the French have their circle (cercle). Each can look out on other people in the outside world from behind these defensive walls. Emphasis on hierarchy and discipline, and respect for job status and seniority. A continuing belief in the merits of the formalisation, centralisation, and control of their affairs. Experience of military conscription (albeit discontinued in France) and reservist duty; Strong family owned or controlled business sectors. A (sometimes very determined) history of interventionist government policy towards industry and trade. A Colbertiste orientation to economic policy. Colbertisme is a mercantilist philosophy in which the interests of the nation state are the driving force of industrial policy, competition policy, and international trade. External (that is, foreign) interests should be manipulated or controlled in the best interests of that nation state. The operation of market forces or the level of returns to stockholders are of subsidiary importance within the wider political context. A degree of political and industrial conflict; but at the same time a degree of holism and communitarianism. The enterprise is to a considerable extent viewed as a community, to which managers are responsible. This communitarianism embodies a more humanistic approach to the management of people and resources than the instrumental one characteristic of the US or the AngloSaxon world. Organisational and managerial parallels with France South Korean management appears to share with its French counterpart: A continuing belief in the value of vertical communication, organisational formalisation, hierarchy, and centralisation (despite their generally being unfashionable in Western countries). A continuing strong belief in the value of functional and role specialisation. A continuing strong belief in the value of using functional authority in key areas such as strategic planning, finance, and personnel. An approach to strategy formulation that is rationalist, deliberate, logically incremental, long termist, and planned down. This centralised and top-down model is currently unfashionable in the USA and the Anglo-Saxon world. A continuing belief in rational models of strategic planning and resource allocation (again unfashionable in the West) driven by a powerful and interventionist corporate centre. A strong managerialist emphasis. This contrasts with the fashionable emphasis on the delegation of authority and the concepts of "empowerment" in some US and Western companies, who are at the same time delayering or "right-sizing" management structures to achieve short term cost reductions, whilst attempting to emphasise leadership qualities among employees in order to make up for the resultant "management deficit". An increasingly powerful and well qualified professional management. Given the rapidly growing national and political concern in South Korea about the potential effects of the continuing grip of family ownership and control of the country's key economic activities (and the degree of concentration of power this represents), the development of the country's professional managers into an increasingly powerful lite group is likely to continue. This group is likely to emerge with a status that parallels that of les cadres in France. An alumni/network based selection of managerial recruits. The beginnings of an acceptance of women into management roles, within a context in which management has traditionally been conceptualised as a masculine activity. It is likely that there will be more of the positive discrimination described in the Samsung sub-section above, especially as the chaebol internationalise their activities.