A growing global business market where organizations have become more multinational in higher ranks presents issues concerning managerial practices and styles. Assumptions and expectations of an organization's norms and values create a mismatch of perceptions between leaders and subordinates as with the case of Ms. Myers. Her failure to understand and interpret basic prerequisites of how to behave and communicate in the Korean business culture resulted in an ineffective managerial style. She may have also underestimated the impact the culture would have on her causing the view that the significant urgency is to produce results over the consideration of cultural dimensions.
             Ms. Myers had been successful at developing cross-cultural training programs. Unfortunately, the expected results and what truly resulted did not correspond with her concepts and practices of cross-cultural management. Based on information copyrighted from Professor Geert Hofstede's book, the Hofstede Centre (2013) writes,
             South Korea is a hierarchical society. This means that people accept a hierarchical order in which everybody has a place and which needs no further justification. Hierarchy in an organization is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat. South Korea is one of the most uncertainty avoiding countries in the world. Countries exhibiting high uncertainty avoidance maintain rigid codes of belief and behavior and are intolerant of unorthodox behavior and ideas.
             It is also important to note that although Hofstede's approach is widely used for classifying and comparing cultures there are limitations that do not reflect changes in political and work environments which focus more on cooperation and knowledge-sharing. But in keeping with the ideals above we can see where Ms. Myers' assessment of what was expected of...