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Five Pillars of Successful Multicultural Management. Communication. Mentoring. Trust. Understanding. Delegation. Lessons learned in the Japanese-American Workplace. Institute Mission:. Articulate the culture-related causes of negative attitudinal outcomes

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Presentation Transcript
slide1

Five

Pillars of Successful

Multicultural Management

Communication

Mentoring

Trust

Understanding

Delegation

Lessons learned in the Japanese-American Workplace

institute mission
Institute Mission:
  • Articulate the culture-related causes of negative attitudinal outcomes
  • Provide training ground where managers can explore and develop specific supervisory behaviors
  • Provide a forum for exchanging experiences and ideas among participants
curriculum derived from research results
Curriculum Derived from Research Results

Expectations of:

Communication

Coaching

Delegation

Monitoring

Cultural

Differences

“The most necessary training is…how to work with and manage a multicultural workforce.”

Attitudes about:

Quitting

Commitment

Job Satisfaction

Perceptions of:

Trust

Fairness

Role Clarity

evidence of a problem
Evidence of a Problem?
  • “If Americans ‘fail’ on a project, they are never given another chance. Yet, Americans are rarely explicitly told what their authority is.”
  • “In Japan, formal job descriptions don’t exist. This can lead to role ambiguity in the U.S.”
  • “One source of frustration for Americans is the lack of input in decision making.”
slide5
“Our engineers leave because of the constraints placed on innovativeness and flexibility”
  • “I seem to have several bosses, which can be confusing.”
  • “My supervisor doesn’t spend enough time preparing me for this position.”
  • “There’s a lack of open, honest communication.”
  • “I can’t make your meeting, Wally, because two of our section leaders just quit.”
anecdotal evidence concerning
Anecdotal Evidence Concerning...
  • Trust
  • Role Clarity
  • Role Satisfaction
  • Fairness

…but, difficult to “teach” these.

culture and the causal chain
Culture and the Causal Chain

Negative

Attitudinal

Outcomes

Intermediate

Perceptions

Supervisory

Behaviors

Cultural

Differences

supervisory behaviors
Mentoring

Psycho-social

Career-related

Delegation

Authority-specific

Task-related

Communication

Effectiveness

Formalization

Monitoring

General

Corrective

Intrusive

Interpersonal Exchange

Exchange Quality

Acculturating Exchange

Abusive Exchange

Supervisory Behaviors

...“teachable” in management development

and training program.

research methodology
Research Methodology
  • Key issues identified by previous focus groups, interviews, and scholarly research
  • 212-item questionnaire distributed to 20 Japanese-American companies
  • Statistical analyses explored causal pathways among key factors
specific results indirect causal pathways involving supervisory behaviors
Specific Results:Indirect Causal Pathways Involving Supervisory Behaviors
  • Communication behaviors
  • Delegating behaviors
  • Mentoring behaviors
  • Monitoring behaviors
  • Interpersonal exchange behaviors
communication model
Communication Model

Fairness

Commitment

Communication

Effectiveness

Trust

Job

Satisfaction

Multicultural

Effectiveness

Role

Clarity

Formalized

Communication

Low

Propensity

to Quit

Role

Satisfaction

delegation model
Delegation Model

Fairness

Commitment

Authority

Delegation

Trust

Multicultural

Effectiveness

Job

Satisfaction

Role

Clarity

Task

Delegation

Low

Propensity

to Quit

Role

Satisfaction

mentoring model
Mentoring Model

Psycho-

social

Mentoring

Fairness

Commitment

Trust

Career-

related

Mentoring

Job

Satisfaction

Multicultural

Effectiveness

Role

Clarity

Low

Propensity

to Quit

Job-

related

Feedback

Role

Conflict

monitoring model
Monitoring Model

Invasive

Monitoring

Fairness

Commitment

Trust

Multicultural

Effectiveness

General

Monitoring

Job

Satisfaction

Role

Clarity

Low

Propensity

to Quit

Corrective

Monitoring

Role

Conflict

personal exchange model
Personal Exchange Model

Acculturation

Exchange

Procedural

Justice

Commitment

Trust

Job

Satisfaction

Multicultural

Effectiveness

Exchange

Quality

Role

Ambiguity

Low

Propensity

to Quit

“Non-abusive”

Exchange

Role

Conflict

choice of institute topics driven by research results
Choice of Institute Topics Driven by Research Results

Negative

Attitudinal

Outcomes

“Chain of causality”

often neglected

Intermediate

Perceptions …”teachable”?

Supervisory

Behaviors … receive scant attention in

most training programs

Cultural

Differences … basics commonly understood.