I would like to express my special thanks to all Japanese and Thai interviewees who have been part of the research that has made this study complete. 2.) to identify influence cause of conflict between Japanese and Thai perception 3.) to understand the cultural adaptation of Japanese work with Thai employees and show versus. 4.) to find out the cultural adapted of Japanese and Thai to solve lack of communication.
In addition, the research interview participants consisted of eight managers who have worked in Japanese companies in Thailand and experienced cultural adaptation. Comprehensively, he found that the barriers between Japanese and Thai staff are mainly driven by cultural differences and backgrounds.
LITERATURE REVIEW
- How culture affect to human life
- Power distance in Japanese and Thai
- Individualism and collectivism in Japanese and Thai
- Masculinity and Femininity
- Uncertainty avoidance in Japanese and Thai
- Long term oriented in Japanese and Thai
- Thai Management style
- Japanese Management style
- Source of Japanese and Thai conflict
- Conflict management style between Japanese and Thai
The dimensions collectively depict the importance of the culture ingrained in society on the values of the members of that society; in the 1970s, Hofstede had studied the value of people from fifty countries around the world. The various perceptions that are "existential" rather than those are defined by situational or temporary roles in the power distance concept. The behavior of the more powerful leaders in society is usually used to explain the way power is distributed rather than the behavior of the members being led.
In contrast, subordinates and superiors in low power distance countries regard each other as existentially equal, and therefore, the establishment of the hierarchical system is done for convenience rather than to demonstrate role inequality. In particular, they received instruction on recognizing the differences between upper and lower class status, or "thi sung thi tum," which literally means, "the disparity of the Elite group in society and the lower class." as well as appropriate behavior for each level. As a result, avoiding confrontation is preferred by Thais regardless of the cost (Niffenegger, Kulviwat & . Engchanil, 2006).
Subordinates have more respect and are often willing to respect the authority of business owners and supervisors compared to those in low power cultures found in Western countries. Most of the companies in Thailand are family businesses that usually feel the duty to act as a 'father' to the employees and therefore care more about the staff they employ in the company (Niffenegger, Kulviwat & Engchanil, 2006). . These consisted of national cultural characteristics according to Hofstede, the Japanese HRM system, and unique Japanese business and social practices (Swierczek and Onishi, 2003, p. 196).
First, for Japanese values based on the Hofstede dimension, which are power distance, collectivism, masculinity, uncertainty avoidance and long-term orientation. Significant differences between Thai staff and Japanese managers are found in terms of competing and compromising management styles according to Onishi and Mondejar (2011, p.26). In Japanese conflict management that supports competition for conflict, feelings and debate about fairness will be expressed by Japanese, while compromise in conflict management is required by Thai employees.
METHODOLOGY
Primary Data Collection Method
Interview Method
- Sample selection
- Develop open-ended question
- Probing Technique
- Conducting the interview
The other 4 interviewees are Thai, who are responsible for importing Japanese goods such as groceries, confectionery and agricultural products for balance product sales, inventory and disposal control and responsible for the company's profit and margin. To find out the real-life truth, I implemented open-ended questions to allow interviewees to provide their story and feelings based on experiences. Can you think of a situation where you misunderstood Thai/Japanese people and were misunderstood.
Do you think language is a barrier for you in working with your Thai/Japanese colleagues. One-on-one interviews that probed and elicited the detailed responses to questions implemented non-directive techniques to uncover hidden motivations (McDaniel & Gates, 2013). In addition, one-on-one interview provided the interviewee who focused on their idea, feeling and paid attention to answer questions.
For this reason, during the interview process I used a probing technique to follow up on the interviewee's answers, focusing on their feelings during the interview. The interview location is very important because it directly affects the interviewee's feeling. The distance from the workplace will create a relaxed atmosphere, they will have the courage to tell the truth in detail.
In each interview session, it will take about 30 - 45 minutes, including introduction and probing to find more information.
Research Framework
I collected data through face-to-face conversation and interviews in a coffee shop or in a place close to the interviewer's workplace.
DATA ANALYSIS
Conflicts between Thais and Japanese
- Relationship with co-worker
- Miscommunication
- Miscommunication
- Language barrier
- In-group communication
- Strict with rules versus Mai pen rai
J4, who has 4 years of cross-cultural experience in Singapore and Thailand, said: “I faced misunderstanding when I tried to assign some tasks to them, but they did it differently than I said. J1 said, "Thai people usually did different from what I said, maybe they didn't understand what I really meant." J1 said, "I think it's communication because we speak different languages that directly affects the lack of communication."
T2 said: “It was really hard for me to communicate with Japanese people, I couldn't speak Japanese or English. T3 said "Also, I speak in English, but I don't really know how well my Japanese boss could get the information." T2 said “We have different background and different work style; has shaped us in different perspectives.
T1 said, “It's possible because when I worked with the Eastern supervisors it was completely different than with the Japanese. J1 said: “The Japanese work hard and are results-oriented; you cannot go home until the assigned task is completed. J2 said, "Thai people usually go home on time even if they don't finish their work, and I don't like that, at least they should let me know when it's done."
J2 said: “When Thai people faced difficult situation, they usually said Mai Pen Rai with abnormal situation.
Strategic Adaptation
- Reasoning Strategies
- Following the Japanese boss
- Using translator
- Change mindset and adapt to new culture
J2 said "Sometimes I think in different ways than Thai people because I don't know their culture, but I tried to listen to them before making a decision. T2 said: "I have a Japanese boss and all the Japanese assigned me mixing Japanese culture and many Japanese environments forced me to follow their culture". Moreover, Japanese and Thai respondents used reasoning strategy to support their adaptation to new culture.
T4 said “he tried to monitor everything, he never let me work on my decision and I solved it by letting him do what he wanted. Regardless, this is one of the adjustment points from Japanese and Thai respondents that they use to adjust to working with foreign colleagues. T3 said "I think it is important, I have also worked with foreigners before, but I think I still have to adapt a lot".
While the Thais paid more attention to adapting by learning and adapting to work with a different culture. J1 said: “I don't think I have to adapt because our company has policies where everyone works the same, and the Thai people are very easy to work with because when I give them an order, they would stick to it. J4 said, “I don't think it's important for me, but it's important for Thai people because they work in a Japanese company and they have to adapt to work with Japanese people, but if I work in a Thai company, it's my duty to adapt to work with Thai culture ".
As the Japanese interviewees answered above, the Japanese use a strategy of "being yourself" to work with Thai colleagues by being themselves and being strict about the rules, which they felt would help produce good work, rather than adapted to work with other nations.
RECOMMENDATION AND CONCLUSION
Conclusion
When Japanese and Thai communicate with each other, they didn't get the massage right because of the different culture. First, the reasoning strategy, the way Japanese and Thai people use to manage the misunderstanding of the situation and different work styles are reasoning strategies in order to make their co-worker understand the reason and opinion between each other. Fourth, the Japanese and Thai respondents are using the change of mentality and adapt to the new culture strategy in order to.
Nevertheless, Japanese people are still adapting to work with a different culture in order to work well with and understand Thai people. While Thais tend to pay attention to adaptation by learning and adapting to work with a different culture. Finally, some Japanese used to be alone strategy for working with a Thai colleague is to strictly follow the rules and stay alone.
They believe that it would produce good work instead of adapting to working with another country. However, in terms of cultural adjustment, even Japanese people have talked about adhering to the rules and following Japanese practice, yet they themselves have adapted to work with Thai colleagues. Moreover, I found that both Japanese and Thai have adapted to work with each other because Japanese people tend to be open to Thai people and tend to accept Thai opinion.
In Japanese business, it is clear from the interviewees that Japanese have higher power than Thai, which obviously, Japanese have adapted one point or another to work with Thai, but Thais have to adapt to the Japanese goals.
Recommendations
- Understand the cultural
- Respect Japanese as leader
- Making report
- Ask for permission
- Active listening and discuss the difference
When the Japanese assign work to the Thai people, the Thais must report the progress to the Japanese and related persons at every period, so as to ensure that there are no serious problems at every step of the work. One way to solve the conflict between the Japanese and the Thais, the Thai people should ask the Japanese to get permission before the action. For reasons, Thai people should ask the Japanese and consult with the Japanese showing the process and plan that the Thai will make, so that they can get advice and suggestions from the Japanese with less mistakes and less conflict between nations.
When Thai has the other opinion, Thai should ask at that time after Japanese has finished telling. For reasons, Thai people need to discuss the different opinion between Japanese and Thai to make everyone understand and follow in the same direction.
