Introduction: This case is a convergence of several Human behavioral aspects like power distance and effect of values on professional society as an example ‘organizational hierarchy’. SK telecom South Korean company has organizational hierarchy culture that reflects in South Korea’s cultural value to major extent as well. Power distance has several characteristics. People accepting the unequal distribution of the power, employees value obedience to the authority and are comfortable receiving commands from their superiors without consultation or debate, they give preference to resolve differences indirectly through formal procedures rather than face to face or direct communication. On contrary, in egalitarianism, maintaining equity in all entities is a basic doctrine. People expect relatively equal power sharing and interdependent relationship with their bosses rather than mono dependence. In egalitarian culture, employee may approach boss in condition like decision dilemma. Lower positioned employees may suggest their opinions without hesitancy in abovementioned structure. 1) SK Telecom is attempting to distance itself from which South Korean cultural value? What indicators of this value are identified in this case study? What other artifacts of this cultural value would you notice while visiting a South Korean company that upheld this national culture?
SK Telecom is attempting to distance itself from traditional strong hierarchical system which is adopted by South Koreans few decades ago. Under this hierarchical system people authority positions are not to be questioned for their decision by any of their subordinates, the subordinates are expected to silently comply with all the order of their superiors.
This case study identifies various indicators of this hierarchical system in SK Telecom Company. It is stated in the case that an Employee at the fourth tier in SK Telecom Co.'s