There are two sections in this chapter. The first part of this chapter is the conclusions that have been analyzed from the findings, which based on both research purposed and research questions. The second part of this chapter is the implications provided not only for both the future Thai expatriate managers and local Taiwanese employees, but also for the future researcher who will explore more in this field.
Conclusions
Having conducted interviewed with ten Thai expatriate managers and three Taiwanese employees working in Taiwan-based Thai organization, the researcher concluded that Thai expatriate managers do not face many difficulties of having communication with Taiwanese employees. Due to the fact that there are some similarity between Thai and Taiwanese cultures, which will not be a major cause that can have the
influence on their communicational styles. Moreover, the influences of cultural differences are reducing on account of having such an openly internationalized workplace.
Besides, the study also found that there is no huge conflict between Thai expatriate managers and Taiwanese employees since Taiwanese local employees do follow the Chinese cultures and norms which are mostly related with the hierarchical concept used in Thai organizations.
Specifically, Thai expatriate managers and Taiwanese employees do not encounter the cross-cultural communication problems that much since both cultures share some common values such as “relationship oriented cultures”. Based on the finding available, Thai expatriate managers and Taiwanese employees highly value and believe in the mutual concept; the concept of “relationship”. In Thailand and Taiwan R.O.C., relationships are highly valued. Strictly speaking, the conclusion that emerges from this study is similar to that in Beamer and Varner (2001), which indicates that relationships are the basis for much of the business conducted and work-related in Asia. Especially, in the context of relationships in workplace, there are many forms of relationships in Thai organizations in Taiwan. The relationship between two parties in private/ privatized multinational organizations is very much friend-alike, since their organizational cultures tend to be more open and international, not attached to one culture. Whereas, the relationships between managers and employees are very formal in those Thai Government representative organizations since the concept of hierarchy is yet strongly believed. Moreover, it is mentioned that to be able to work or conduct business with these two nations; Thailand and Taiwan, relationships must come first and then the task or business. On the whole, Thailand and Taiwan are both categorized in so called
“relationship oriented culture” since everything in the workplace can be done easily if relationships between all of employees and employers are tightly strong. The strong and good relationship or Guan Xi (
) require not only true heart or Zhen-Xin ( ), true feeling or Gan Qing ( ) but also Ren Qing (), En Qing () and Bao En ( ) (for the last three concepts please refer to page 55).
With the strong influence of the concept of relationship oriented; “putting positive things on the table and leaving negative things underneath”, this idea can be used to explain the crucial values in Thai and Taiwanese cultures as the conflict resolutions. Thai
expatriate managers and Taiwanese employees not only have conversation politely in the workplace, but also they encounter with one another with the concept of face; Lien
“
”(face) and Mien-Zi “”. Hugh conflicts between Thai expatriate managers and Taiwanese employees are not often happen, since they both believe in the concept of saving face. It is obviously true of what Beamer and Varner (2001) mentioned, which is that; in collective cultures, conflict is viewed as one dimension of the ongoing relationships among group member. Thus, the Thais and Taiwanese try to avoid having conflicts as they can. Truly speaking, it is sometimes difficult to avoid having conflicts;
however, conflicts can be brought to discuss with the practical reasons together with sincere respects. Having conflicts does not mean the way to identify who is right who is wrong in the certain issue, or to lose one’s face, it is just the matter of getting things improved for the betterment. In the perspective of researcher, Thai and Taiwanese people who are in workplaces have such a unique way of encountering one another.
For the next statement that can be concluded as the reason why both of Thai expatriate managers and Taiwanese employees do not encounter such a huge problem, which is related to time management and task assignment. It cannot be deny that time is a critical factor for everyone to finish a given task. We all have to do things and finish it within a timeframe; and it is the same in the workplaces. All of Thai expatriate managers have praised Taiwanese employees on the issue of time management and task management. To be illustrated, once the tasks are given to the local, Taiwanese can get it done within the period of time; especially, with the fine result or outcome. Indeed, Thai expatriate managers did not have to force their local employees to finish their assignments within time constraint; the local employees would finish it before or within the timeframe. Not only is the task assignment with the issue of time management, but the concept of punctuality also being praised for Taiwanese in general. Contradictorily, Thai expatriates also complained that if they have to work with Thai employees, there might be some unexpected situations occur such as the Thai employees do not emphasis on the concept of being punctual. Truly speaking, Thai expatiate managers working in Taiwan do adore Taiwanese of being on time. Fabulously, Thai expatriate managers reported that Taiwan staffs are very good at self-disciplined in time management.
However, from the voice of Taiwanese employees who work in Thai Government representative organizations, they are concerned about both their organizational culture and structures. Therefore, the issue of Hierarchy, Bureaucracy and chain of commands concepts cannot be ignore for the conclusion of this study. Working with the Thais especially in Government sectors, these three different concepts are suggested to be notified. It is a very clear that there are still some hierarchy concepts being used in Thai Government organizations, which not only located in Thailand but out side of Thailand.
However, as far as the researcher made some observations, it is neither too steep nor too tall as those of many Thai organizations in Thailand. From observations, the researcher found that Thai Government organizations still very much follow the way of Thai bureaucracy; for this issue, it might be because of the normative conformation which has been descended from time to time. Moreover, as the concept of power distance is vividly obvious in Thai society and culture; unfortunately, it cannot be denied that there are still some Thai hierarchical structures in the international workplace. In addition to this issue, Taiwanese employees who work in Thai government representative organizations presume that every process is relatively slow because of its bureaucracy system.
Oppositely, the atmosphere in those private/ privatized multinational organizations is very much internationalized; where concept of hierarchy is not emphasized. All of Thai expatriate managers who work there employ the concept of “chain of commands” and
“span of control” into there organizations; however, the degree to those concepts is depend on the population of employees.
Additionally, for the private/ privatized multinational organizations, there are some issues that can also be strongly emphasized in some organizations, which is the issue of creativities. Some cultures do no really support people to think creatively, but to follow the normative conformation strictly. With such an issue, most of Taiwanese employees are being seen as those who cannot think creatively but always follow the same old direction. In particular, creativity is essentially needed in some careers; for example, sales and marketing department, or entertaining industry. In fact, employees’ creativity can be gently stimulated as Robbins & Judge (2007) concluded that individual creativity essentially requires expertise, creative-thinking and intrinsic task motivation. As is was told by Thai expatriate managers who work in private/ privatized multinational
organizations that their employees are somehow lake of creative ideas, the researcher later found the reason why, which is related to the way Taiwanese employees are brought up. Traditionally Taiwanese prototype is supposed to be humble, modest and always respect social values; as a result, Taiwanese employees are not raised up to challenge their boss with such new ideas. Furthermore, in traditional Asian culture, daring to change old way of doing things, and thinking differently of what it has been thought, can somehow be perceived as being aggressive. In consequence, living in Asian society and culture, it is recommended to balance the concept of being open to those creative ideas with the politeness and respectful manner.
Last but not least, it is essential to conclude that to work with the people who come from the different background, those intercultural communication barriers or cross-culture communication problems must be attempted to fix or mend those gab between the two parties. Understanding the cultures is always take time, especially, to those of expatiates, the culture are such a sensitive issue and very hard to be clearly explored in all aspects.
Implications
As the topic of this research was conducted for the first time in Taiwan R.O.C., the researcher strongly wished that both findings and conclusions were able to fulfill those purposes, as they can serve the goal of this research study concerning Thai expatriate managers and Taiwanese employees.
In general, to overcome the communication difficulties and to maintain such non-conflict situation in Thai organizations in Taiwan, the important thing is that both Thai expatriate managers and Taiwanese employees had better try to understand their cultural differences. Besides, it is important to keep in mind that the Thai expatriate managers and Taiwanese local employees must come to meet in the shared point, which is considered to be the best way for both sides, just need to step forward into the center in order to reach the mutual understanding. Honestly speaking, the researcher must conclude that to work with the people who come from the different background, those intercultural communication barriers or cross-culture communication problems must be attempted to
fix or mend those gab between the two parties. Understanding the cultures is always take time, especially, to those of expatiates, the culture are such a sensitive issue and very hard to be clearly explored in all aspects. Not only just general ideas stated above but also some detailed implications are provided; for both Thai expatriate managers and Taiwanese employees, in the following paragraph.
Implications for Thai expatriate managers in Thai organizations in Taiwan
It is strongly recommended that Thai expatriate managers who will come to Taiwan should learn Chinese before coming here because it is difficult to live in Taiwan without knowing any Chinese. Moreover, it is necessary for Thai expatriate managers to understand cultural differences of Taiwanese employees, which includes; the way of life, work values, and communicational style of Taiwanese employees. Importantly, working with Taiwanese, politeness; both verbal and non verbal communication is a must.
In some small organization, it is recommended to adjust oneself to mingle with Taiwanese employees in order to create such a close relationship with local employees.
Being expatriate managers does not mean that he/ she knows every strategy in the host country; therefore, respect local managers’ opinion and always open mind to accept new ideas are suggested. Open conversation is needed in “international workplaces”.
One issue that Thai expatiate managers have to be concerned is that, they cannot change Taiwanese culture or the way of life here, they just assigned to come to Taiwan to guide employees the way to reach the organization value and mission.
For the cultural guide, it is essential to assume differences until similarity is proven, since people who are in different countries, are also different from us. Any judgment we have; sometimes, it is based on our bias. Therefore, what we see in our observation might not be as same as their interpretation, or our interpretation. Please then separate observation with interpretation. Lastly, if the company can provide such a cross cultural training program, it would be advantage for their staffs that will be sent abroad.
Again, it is a suggestion to show respects for the local employees and to be such a good role model for the local employees, as well as to develop the awareness of intercultural differences by demonstrating such positive attitudes as willingness to
understand and accept, and adjust to the host country’s culture. Moreover, the Thai expatriate managers must keep in mind that they are assigned to come to work in Taiwan and then leave according to their term assignments; therefore, they need to adjust themselves to be flexible and develop their own ability to be able to cope with the Taiwanese local employees.
Most importantly for the Thai expatriate managers; as the researcher found that expatriate managers always differentiate their culture with the others’ culture, as cultures cannot be compared, thus please try not to think that one culture is better than the others.
For culture, nothing good, nothing bad, nothing right, nothing wrong, but just different.
Implications for Taiwanese employees who work with Thai expatriate managers
For Taiwanese employees, it is also an essentially important to understand cultural differences of Thai expatriate managers. In the researcher’s opinion, it is seemingly difficult to understand and work with Thai people, since there are not only high context cultures but also indirect communication.
Is Thai language important in the workplace? To answer to this question, the researcher presumed that working in Thai multinational organizations, to begin with the competent in basic Thai communication skills, can be a passport to success in working with the Thais.
Moreover, having an open-mined in communicating different opinions and perspectives, willing to accept the differences of the expatriate managers, are such a global viewpoint that are typically accepted.
Apart from that, the local Taiwanese employees must keep in mind that the expatriates come and go according to their term assignments; therefore, they need to adjust themselves to be flexible and develop their own ability to be able to cope with the new Thai expatriate managers.
Implications for Human Resource Professionals
For the professionals who work in Human Resource Development and Management field, this study can be employed and modified to use as a pre-training course. According to Werner and Desimone (2006) concluded that company and organization must be well prepared for the trend of globalization; thus, providing crosses cultural communication training for both expatriate and local staffs who will work with, is significantly important.
They mentioned that cross cultural training should aim and deal with at least four elements; which are, raising the awareness of cultural differences, focusing on ways attitudes are shaped, providing factual information about each other culture and building skills in area of language, nonverbal communication, cultural stress management, and adjustment adaptation skills. Hopefully, this research study can be contributed to the development of the practical cross-cultural communication pre-training content, which also can make the contributions to the Human Resource profession in both academic and real world.
Furthermore, the Human Resource professionals are also able to use the findings of this study as the guidance; in the selection process, to choose an appropriate person who suit with these two cultures, to come and work in Taiwan as an expatriate manager.
Lastly, in the researcher’s perspective, the researcher strongly believed that this research was not only conducted for the sake of Thai and Taiwanese business people, but to every nationality that would have a chance to encounter with these two nationalities; the Thai and Taiwanese. Especially, to the Westerners who would like to understand how Asian people work; particularly, in the issue of culture and business perspective.
Implications for future research
As one of the biggest limitations of this study is the matter of how to get the deepest information from all the interviewees. During the interview processes, there are not many Thai expatriate managers truly expressed and fully shared about their problems since it is considered to be “loose face” to talk about their problems. Hence, for the future research, researcher can employ the way of “story telling” and “appreciation interview”, so that interviewees will proudly share there stories and once they have some problems, they will find their best way to express it out.
Moreover, one more limitation goes to the research approach. As the means of using self-experience was utilized in this research in order to measure and interpret those interview data; truly speaking, it can not be denied that the findings of this research were free from those “bias” experiences; both negative and positive, even the researcher tried his best to be neutral. As a result, any researchers who wish to conduct the study related to this filed, he/ she can come from any country, it is not necessary to be attached to the originality of their nationalities.
For the future research topics that can be studied in the near future, the researcher strongly suggested that topics related to Thai organizational culture or Thai bureaucracy seem essentially significant to be explored more.
What is more is that, not only qualitative approach can be used to conduct this kind of researches, it is comprehensive to conduct quantitative research to investigate the communication issues, such as the relationship between communications and Taiwanese employees’ performance.
Finally, the future researcher can also examine how cross cultural training facilitate the communication between Thai expatriate managers and Taiwanese employees, in Thai organizations in Taiwan.
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