[PDF] A Comparative Study Of Thai Middle Managers Perceptions Of Their Quality Of Work Life In American Owned Japanese Owned And Thai Owned Companies Operating In Thailand eBook

Author :
Publisher :
Page : 590 pages
File Size : 45,82 MB
Release : 1993
Category : Dissertations, Academic
ISBN :

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Abstracts of dissertations available on microfilm or as xerographic reproductions.

Author :
Publisher :
Page : 168 pages
File Size : 47,1 MB
Release : 2007
Category : Employee motivation
ISBN :

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There are a lot of differences between Thailand and Japan. Both people have different culture and background. However, there are many factories of Japanese companies in Thailand and they work together. Questionnaire was enforced to analyze their differences about job satisfaction and motivation in both countries. Selected company is a Japanese manufacturing company which has factories in Thailand, too. All questions were based on the the Herzberg's motivator-hygiene model and considered well by related managers. All scores of answers were calculated and compared by T-test. Main respondents were chosen at random and many of them were young people who have some experiences in manufacturing companies. The results were different from the Herzberg's model and results of Thai people and Japanese people were also different. Thai people focus on working environment, especially salary. On the other hand, Japanese people focus on not only working environment but also working contents. Human relationships and working contents play important roles for Japanese people. The opportunities which both people work together are increasing now. Japanese people are focusing on Southeast Asia. If they can understand each other more and more, they can enjoy working and get good results of works.

Author : Yaowarej Mekratri
Publisher :
Page : 520 pages
File Size : 45,90 MB
Release : 2003
Category : Corporations, Japanese
ISBN :

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This research mainly examines the superior-subordinate relationship between Japanese managers and Thai subordinates working in joint ventures in Thailand, especially the management style of the Japanese and the reactions of the Thais, Cultural adaptation of Japanese expatriates and Thai subordinates is also explored. Through this study, we gain better understanding of the Japanese-Thai interpersonal relationships, communication patterns, work ethics, and other cultural values with particular emphasis on recurring themes such as concepts about work, vertical relationship, authority and supervision style, and gender issues. The in-depth interviews were conducted with ten Japanese managers, six Thai managers, and 12 Thai subordinates in Thailand in 2001. Findings show that although there are some similarities in Japanese and Thai cultural values at work, conflicts, frictions, and misunderstandings still exist between Japanese superiors and Thai subordinates because of their cultural differences. Both parties also have some stereotypes and negative myths of the other party. Concerning concepts about work, Japanese superiors prefer immediate actions from their Thai subordinates when problems arise whereas when the Thais encounter some difficulties in solving problems, they hesitate to inform their superiors. Since there is no clear job description in Japan, the Thais often feel uncomfortable when their job responsibilities overlap with their colleagues. Moreover, unlike Japanese people, Thai employees do not have a strong commitment to the company. Vertical relationship explores how the Japanese and the Thais build and maintain their relationships at work and after work hours. The Japanese believe that relationships should follow job accomplishment while the Thais think that good relationships should be established before working. After-hour activities are suggested as means to strengthen relationships between superiors and subordinates. Furthermore, Japanese superiors tend to use different strategies to supervise their Thai subordinates; those strategies include scolding, expecting expression of opinions, information sharing, and delegation of authority in decision making processes. However, the strategies seem not to work properly in Japanese-Thai joint ventures due to cultural differences at work. Although gender can be a barrier in career advancement in Japan, Japanese expatriates do not see this as the case in Thailand. However, most of the Thai female subordinates complained that women were less likely to get promotions while Thai male subordinates thought that career advancement was blocked because managerial positions were occupied by and reserved for Japanese expatriates. At the end, three cases are presented to illustrate how Japanese superiors and Thai subordinates adjust in intercultural work settings. Each case consists of two individuals' work experience and adaptability. We can see the importance of individual differences as some Japanese superiors and Thai subordinates realize cultural differences and try to adjust to the intercultural work settings while others hold back and, finally, resign from the company. To avoid conflicts and misunderstandings, and to work together effectively, Japanese managers and Thai subordinates should realize their cultural differences and learn the other's culture. If problems arise, they should be open-minded and willing to help each other solve the problems.