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Cultural Implications Of "Excellent Employees": Comparing American And Korean Workers, Chong W. Kim, Yung-Ho Cho, Andrew Sikula Sr.
Cultural Implications Of "Excellent Employees": Comparing American And Korean Workers, Chong W. Kim, Yung-Ho Cho, Andrew Sikula Sr.
Chong W. Kim
As noted in Kim & Sikula (2003, 2005), there are three types of people in the workplace: "Necessities", "Commoners," and "Parasites". A necessity (excellent employee) is irreplaceable and crucial to the functioning of an organization. A Commoner (average laborer) is a person of normal ability and talent who has no significant impact on organizational success. Lastly, Parasites (problem workers) are detrimental freeloaders who damage the functioning of an organization. In the 2005 paper, we analyzed the survey responses of 25 students in an MBA Organizational Behavior class and 13 working managers, all in the United States. In this paper, we …
The Relationships Among Gender, Work Experience, And Leadership Experience In Transformational Leadership, Jennifer Y. Mak, Chong W. Kim
The Relationships Among Gender, Work Experience, And Leadership Experience In Transformational Leadership, Jennifer Y. Mak, Chong W. Kim
Chong W. Kim
Transformational leadership is an organizational leadership theory centered around "the ability to inspire and motivate followers to achieve results greater than originally planned and for internal reward" The investigation into transformational leadership began in the mid-1980s with a number of influential publications by Bass (1985), Bennis and Nanus (1985), Kouzes and Posner (1987) and Tichy and Devanna (1986). In the 1980s, the study of transformational leadership was focused on case-based research (Conger, 1999). By late 1990s, a substantial body of empirical investigations on transformational leadership had been conducted.
Korean Value Systems And Managerial Practices, Dong Ki Kim, Chong W. Kim
Korean Value Systems And Managerial Practices, Dong Ki Kim, Chong W. Kim
Chong W. Kim
Human beings are by nature sociocultural creatures. Our behavior is influenced not only by traditional value systems but also by contemporary education and training. In the same manner, the managerial practices of Korean managers are strongly influenced by the norms and value systems of the traditional Korean society. But, as the society changes from an agrarian society to an industrialized one, so does the behavior of Korean managers. This chapter focuses on the process of this change. More specifically, it will look at the effects of traditional value systems and those of industrialization on Korean managerial practices.