Thai and Irish Cultures

DISCUSSION

The purpose of this research project was to investigate if there was a positive correlation between an open and inclusive change management climate and an increased level of organisational commitment from employees. Furthermore, a nationality dimension was added to see if there was any difference in the nature of this relationship between Irish and Thai employees.

The data showed there was a positive correlation between change management style and levels of organisational commitments for both Thais and Irish employees, however at the more inclusive end of the change management scale the survey showed contrary results. The Irish respondents’ commitment dropped sharply while the Thais’ commitment rose. What caused this?

It may be an error due to the small sample sizes for both nationalities in this category. It would seem that few companies in either country provide truly open and inclusive change management climates. For Hypothesis 1 (Irish) and Hypothesis 4 (Thai) over 90% of all respondents selected statements characterising their change management climate in the ‘Disagree’, ‘Neutral’ or ‘Agree’ categories. This indicates that the majority of organisations are still being driven in a top-down style of management. In light of the fundamental changes in the business environment over the last 15 years it is questionable as to where this style of management in still appropriate for companies as the 21 st century lies ahead of them.

In the case of Hypothesis 1 (Irish), it is surprising that there were not more instances of higher ratings for open change management climate. The Irish economic boom of the last 15 years certainly improved salaries, facilitated accelerated career mobility but, on the basis of this research data, has done little to improve the application and practice of advanced management techniques such as empowerment, distributed leadership and the learning organisation. Anecdotal evidence points to an increase in the availability and uptake of post-graduate management studies and yet there seems to be little evidence of the active application of these management theories in the workplaces of those surveyed.

It is possible that it will take time for such practices to ‘trickle up’, either by the senior management teams being convinced of their merits or by the promotion of the technique practitioners into influential positions such that they are able to implement new policies, change structures and evolve strategy in a direction more congruent with the requirements for business survival and prosperity in the globalised business world.

In the case of Hypothesis 4 (Thai), we found the results were also surprising but for a different reason. Thai cultural traits are generally believed to include risk avoidance, an ingrained respect for hierarchy, non-questioning of the ‘normal’ way of doing things and a generally conservative outlook. All of which leave employees with little chance to try new ideas or questions old ways. Knowledge of these traits informed the construction of Hypothesis 4. The data did not support this hypothesis – there does seem to be evidence of a positive correlation between the two. Why is this the case as it seems to contradict accepted Thai traits?

It is difficult to provide a definitive answer. Also more detailed enquiries need to be made into the backgrounds of the Thai respondents to determine if the results are related to:

1. age;

2. education received in an international school in Thailand;

3. education in a foreign university (UK, Australia, USA, Canada, India, New Zealand etc.);

4. international work experience;

5. work experience in a Thai-based multinational or multi-domestic company.

Are these changes a result of direct foreign education and/or work experience? Are they locally-driven changes as a result of years of Western teaching methods and textbooks filtered through the prism of local cultural sensibilities and nuances? This is a topic that invites further research. The findings indicate that,

1. practised change management styles show room for improvement in both countries;

2. Thai respondents are open to fuller engagement with inclusive change management styles if given the opportunity;

3. Irish respondents are in a similar position, but it is surprising that inclusive change management styles are not more widespread given the recent period of unprecedented economic growth, labour

market development and ubiquity of professional management education.

In the cases of Hypotheses 3 and 6 the findings indicate that personal motivation and the desire for self-realisation might become more important in both Thai and Irish society – the root causes are unknown and would provide another interesting topic for research.

LIMITATIONS AND IMPLICATIONS FOR PRACTICE

The study was limited by the small sample size, the imbalance in respondents’ gender and the non-uniform size of each age category. All of these factors have the potential to provide greater insight into the issues investigated. Attempting to identify the real driver for increased appetite for participation amongst Thai employees, for example, could provide a very interesting topic for further research.

The implication for managers and organisations in both countries is that the appetite for more active participation in change management programmes exists and will be embraced if employees are provided with the appropriate support and structures. However, it is important to note that policies must be taken at senior management level and must be identified and prioritised as strategic goals of the organisation. Deeds must follow words.

The difficulty for many organisations is that there can be a gulf between the inclusive policies espoused by the management and what is actually practiced. The first author worked for a large US multinational for six years. This company invested heavily in corporate training and orientation programmes, but to little effect. From the employees’ point of view it just seemed as if there was a new programme every quarter with accompanying inspirational posters and coffee mugs. The employees became cynical of these efforts, as there were no real structural changes to facilitate programme implementation and subsequent monitoring of progress. They became increasingly frustrated as there was a disconnect between what management said and actually did. The moral is that real inclusion must mean more than rhetoric.

Senior management needs to create a coherent overview of the change they are seeking, invest resources into building and maintain the structures required to embed these changes and engage their staff in Senior management needs to create a coherent overview of the change they are seeking, invest resources into building and maintain the structures required to embed these changes and engage their staff in

Among the recommendations for organisations and managers are the needs to facilitate job enrichment, empower employees, optimise knowledge management and harness organisational memory. Charles Handy said “trust, like learning, requires unconditional support, and forgiveness for mistakes, provided always that the mistakes are learnt from” (1997, p.190).

Retention of qualified and experienced staff needs to become a strategic goal of the organisation. Only by valuing employees, promoting their self-development, actively seeking their opinions and facilitating them in participating in developing and achieving strategic goals can an organisation hope to

maintain competitive edge in the 21 st century business world. Thomas Friedman in his award-winning book, ‘The World Is Flat’, which examined the

implications of the globalised world for people and businesses in the 21 st century, states that “the great challenge for our time will be to absorb these changes in ways that do not overwhelm people or leave them behind. None of this will be easy...It is inevitable and unavoidable” (2006, p.49).

CONCLUSIONS

Charles Franklin Kettering, inventor and businessman, said “the world hates change, yet it is the only thing that has brought progress” (as cited in Bateman and Snell, 2010, p.321).

Too often change is presented in a negative light and, for many employees, experience has taught them to engage with it in a circumspect manner due to the dichotomy between the words and deeds of their company’s management with respect to planning and implementing it.

Amongst the findings the data indicates that change management styles in use in both countries show room for improvement. The implication for managers in both countries is that the appetite for more active participation in change management programmes exists and will be embraced if employees are provided with the appropriate support and structures.

Senior management need to create a coherent overview of the change they are seeking and engage their staff in a consistent, meaningful and rewarding manner: reward success and tolerate failure. Jack Welch, former CEO of General Electric, said “I’ve learned that mistakes can often be as good a teacher as success” (as cited in Bateman and Snell, 2010, p.313).

Change is unavoidable in the modern business world and needs to be embraced fully and implemented inclusively for all its benefits to be realised. Ricks (2006, p. 194) states that “…all big organisations tend to do what they know how to do, rather than what they need to do differently to address the situation they face.” This strategy is no longer commensurate with survival, never mind success, in the globalised world in which we now live. The key to understanding the ‘situation’ is to engage fully with the people who deal with the daily realities of the business, the employees.

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AUTHOR BIOGRAPHY:

Mark J. Dunne is a project manager, telecommunications consultant and an MBA graduate from the Institute of International Studies, Ramkhamhaeng University in Bangkok, Thailand. His areas of business research interests include leadership, change management, motivation, and cross-cultural management. Mark can be reached through e-mail at: mjadunne@yahoo.com

Bahaudin G. Mujtaba is Professor of Management and Human Resources at the Huizenga School of Business and Entrepreneurship; Nova Southeastern University, Florida, U.S.A. Bahaudin has worked as an internal consultant, trainer, and teacher. His areas of research include business ethics, diversity management, change management, and cross-cultural management. Bahaudin can be reached through e-mail at: mujtaba@nova.edu

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