in the Workplaces
After getting to know those difficulties, problems and issues from the interviews, the researcher found that in there are neither many critical conflicts nor seriously huge issues
in Thai organizations in Taiwan. Hence, the researcher then wants to know the reason why Thai expatriate managers do not have the cross-cultural communication with Taiwanese employees in the workplace, if there are not many issues or problems between two parties.
There are many key concepts categorized into two categories; as same as those three previous tables, one is Thai Government representative organizations and the second one is private/privatized multinational organizations. The data is presenting in table 4.5.
Table 4.5. The reasons why there are no cross-cultural communication conflicts between Thai expatriate managers and Taiwanese employees in the workplaces
Research Topic Category Code Key Concept
5. The reasons why 1. Thai 5-1-1 The polite conversation of two parties Thai expatriate Government 5-1-2 Having such an indirect conversation
Being polite and gentle to one another Showing an appropriate manner to Thai bosses
Paying respect to those high-ranking employers (managers)
Having such an open conversation Friendly conversation (Small Org.) Few organizations still have some
organizations
5-2-4 5-2-5 5-2-6
5-2-7
indirect conversations
Believe in the concept of saving face Never challenge with their bosses Taiwanese regard Thai manager as a coacher (in big workplaces)
Taiwanese regard Thai manager as a colleague (in small workplaces) 5-2-8 Having such an international mindset
to work with (both parties)
The first reason for Thai expatriate managers do not encounter conflicts, is that the way two parties have such polite conversation between each other; one does not aggressive or offensive to another, together with having such an indirect conversation.
Both of Thai expatriate managers and Taiwanese employees do care on what they say, which indicates that two parties always follow the concept of saving face; for example, Taiwanese employees claimed that they never once tried to argue with their managers because it is considered to be rude to loose one’s face.
…We don’t have any problem at work; those communication problems are rarely happened here. We both are polite to one another, and never try to be rude in any conversation, even ‘conflict resolutions’… (Thai manager: 3)
According to the interview data, the major reason why both of Thai and Taiwanese expatriate managers can have such a non-conflict status quo is that they both pay attention to the “high-context” communication.
Robbins and Judge (2007) discussed that “communication in high-context cultures implies considerably more trust by both parties. What may appear, to an outsider, as casual and insignificant conversation is important because it reflects the desire to build a relationship and create trust” (p.346). Moreover, researcher found the same finding which was related to what they mentioned, which is “the person” of who we are; age, seniority and rank in organization, is heavily influence and highly valued our credibility.
For the next reason, both of parties mentioned that they are not only polite but gentle to one another; especially, Taiwanese employees show appropriate manner to Thai
managers at all times. Truly speaking, these issues are strongly involved with the concept of “power distance” initiated by Hofstede (1984, 1991), as it was mentioned that people who are younger and in lower positions are meant to be polite to the orderly and people who are in higher positions, since the action and behavior conducted to one another can represent social status. Undeniably, Taiwanese always pay respect to those high-ranking employers, managers etc.
On the other hand, there are several reasons why to be discussed in the private/
privatized multinational organizations as well.
As the interview participants reviewed that the atmosphere in their workplaces are very international-liked; therefore, having such an open conversation is highly appeared in their organizations. Especially, in a small organization where there are lower than ten employees are working together, interview participants mentioned that they have such a friendly conversation from time to time. With the friendly atmosphere in workplace, both of Thai expatriate manager and Taiwanese employees do not encounter such neither huge nor serious conflicts.
Undeniably, there are few organizations that still have some indirect conversations in workplace. The participants noted that as they both are Asian, and they are working in Asian country, where surrounded by Asian societies and cultures; and, of cause, concept of saving face is also believed in all private/privatized organizations. Moreover, one Thai expatriate manager mentioned that Taiwanese employees never once challenge him, they sometimes argued on some topics with critical idea and polite manner, but never question some question in order to challenge him.
Next, in the two of big organizations, Taiwanese employees regard Thai manager as a coacher; whereas, in a small organization, Taiwanese employees regard Thai expatriate manager as one of colleague, with respectful behavior. From the interviewees’
perspectives, relationship within organization is considered to be very important.
However, not only relationship between staffs can tight and bond staffs together, but also the organizational structures. Interviewees stated that their organizational structures; here in Taiwan R.O.C., are well set, since they must follow their organizational structures from Thailand head offices. If there are a lot of people in organization, it is supposed to have a well constructed organizational structure, even in a small organization; it is needed
to have a well-designed structure as well. At the same time, relationship between employees and employers depends on the site and intrinsic organizational culture.
For the last finding in this topic, the researcher found that both Thai expatriate managers and Taiwanese employees do have such an international mindset. They do not carry their own national cultures that much, with this idea and behavior; they really facilitate and create good atmospheres in the workplace.