| What is the Asian mindset? | | | | traditional Parent-Child relationship. |
| The Asian Culture - Religion and Philosophy The | | | | The Asian Leadership and Management Style |
| roots of Asian culture and practices are vastly | | | | Susan Curtis and Lu, in their research paper "The |
| influenced by the great religious teachers and | | | | Impact of Western Education on Future Chinese |
| philosophers of the East. For China, Japan and | | | | Asian Managers", found that problems in |
| Korea, the people were influenced by the | | | | Taiwanese enterprises were often related to |
| teachings of Confucius and Lao Tzu, the Muslims | | | | attempts to over-control. This is true, in many |
| by Prophet Muhammad and the Indians to an | | | | other entrepreneur-founded companies in Asia too |
| extent by Buddha. | | | | no matter how large they may be. |
| "The societies of China and Japan are based on | | | | According to Littrell (2002), employees working in |
| the tenets of Confucius which advocate order, | | | | an Asian Chinese management environment tend |
| respect, hierarchy, good manners and sacrifice of | | | | to experience a higher level of dissatisfaction as |
| the individual for the greater good of family or | | | | compared to working in a western multinational |
| community." Robert George noted in his book The | | | | work environment. Although one might expect |
| East-West Pendulum. | | | | Asian capitalist countries to have different |
| The Judeo-Christian tradition of the West puts | | | | leadership styles as compared to mainland China, |
| great value on each human life, whereas the | | | | this research indicates that Taiwan and Malaysia |
| Asian tradition, the life of the community, the | | | | have a similar approach in their management |
| corporation and the family is of greater | | | | development and leadership style. |
| importance. Many things follow from this | | | | So for Asian organizations there are indeed two |
| difference. For one, Asians emphasize on social | | | | types of challenges, that is: |
| harmony and consensus. Individual initiative and | | | | 1. Getting managers to lead and coach more |
| individual creativity is of less importance than the | | | | instead of manage and control |
| willingness to merge one's identity in the life of a | | | | 2. Encouraging employees to express themselves |
| company, family or community. | | | | more openly |
| The Muslims tend to be more pragmatic due to | | | | Some progressive Asian managers are already |
| the geographical balancing influences of the east | | | | leading and coaching their team members |
| and west. This culture straddles strategically | | | | effectively and many Asian employees, who have |
| between the Chinese in the East and the Romans | | | | had tertiary education, are more likely to express |
| in the West and so one tends to find a blend of | | | | themselves openly. |
| Eastern values of respect, social order and good | | | | Watson Wyatt Asian Survey In August 2001, |
| manners in the Muslim society too. | | | | Watson Wyatt interviewed 115,000 respondents |
| I am aware that these generalized statements | | | | at more than 500 companies in 11 Asian countries. |
| and may not hold true in many situations. The | | | | The study included multinational and large local |
| intention is to bring out these points for | | | | companies. Interestingly, the survey reveals that |
| discussions. One of the fundamental Asian traits | | | | many Asian employees have a low level of trust |
| lies with the focus on communal values. Eastern | | | | and confidence in their senior managers and |
| society places higher value on collective | | | | business leaders. |
| accomplishments. | | | | Consider these survey findings: |
| As a result of this key cultural value several | | | | 1. Less than one-third of salaried workers |
| behaviors can be identified with the Asian society. | | | | surveyed in 11 Asian countries had a favorable |
| They are: | | | | impression of the level of trust between senior |
| 1. The desire to preserve harmony by: a. | | | | management and employees. |
| Indicating a "Yes" which does not necessarily | | | | 2. Only 37% of Asian workers believe that their |
| mean agreement b. Avoiding to confront issues | | | | senior managers behaved in accordance with |
| even when it affects performance. c. Inability to | | | | company values. |
| be completely honest about how one feels. d. | | | | 3. Only 38% gave their senior management good |
| Being pretentious in order to be polite and | | | | marks for their ability to make decisions or |
| courteous despite differences. | | | | changes needed for their companies to compete |
| 2. Respecting the elders to preserve order and | | | | effectively. |
| hierarchy by: a. Holding back personal opinions | | | | 4. Asian entrepreneurs and supervisors have very |
| when ideas differ. b. Avoiding challenging the elders | | | | strong technical knowledge, but possess little |
| even when they disagree. c. Giving the benefit of | | | | managerial and leadership skill. |
| doubt to the elders. Even though these cultural | | | | "We have a generation of leaders and supervisors |
| values above are also found in Western societies, | | | | who grew up with strong technical expertise but |
| in Asia it is even more obvious. | | | | really do not have managerial skills; the softer side |
| However, the differences in values are slowly | | | | of people management - the coaching, advising |
| becoming less distinct as people in Asia become | | | | and guiding - is not there." Conservative cultural |
| more westernized and assimilate western values. | | | | influences in many Asian countries also tend to |
| The western form of education system has also | | | | widen the gap between employees and managers. |
| played a large part in narrowing these cultural | | | | American managers are said to be often quick to |
| differences. Lifestyles and work practices of | | | | praise or point out mistakes, but in Asia, |
| western multinational companies have influenced | | | | managers may not provide clear and timely |
| the management styles and leadership practices | | | | feedback frequently enough. |
| of Asian managers. | | | | In Asia, "Yes" doesn't always mean agreeing and |
| Despite the East-West convergence, some of the | | | | "No" does not always mean no. Someone might |
| cultural differences that are still obvious include | | | | think they are doing a great job, but heard their |
| things like: | | | | boss complained to another that they let the ball |
| 1. More emphasis on "We" and less of the "Me, I" | | | | drop. There is a cultural dimension that makes it |
| in social interaction. | | | | very difficult for leaders to give feedback to their |
| 2. Respecting elders and seniors by behaving in a | | | | employees." says Mr. Orbeta of Watson Wyatt. |
| polite and courteous manner. | | | | The result of the survey is congruent to my |
| 3. Avoiding giving honest feedback to preserve | | | | experiences. Many Asian managers have not been |
| relationship and harmony. | | | | trained appropriately to provide feedback in a |
| 4. Saying "Yes" or nodding which does not | | | | manner that would be the least embarrassing and |
| necessarily mean agreeing. | | | | yet effective to the receiver. In the same period, |
| 5. Placing importance on collective efforts instead | | | | Watson Wyatts conducted a similar survey on |
| of individual heroism. | | | | approximately 12,500 employees from 67 leading |
| 6. Placing a higher value on work and earning | | | | companies in Malaysia and found that Malaysian |
| money instead of social pleasures. | | | | employees are: |
| 7. Being less expressive and more reflective in | | | | 1. Seeking more effective leadership. |
| behavior. | | | | 2. Disappointed with the supervisory level. |
| 8. Superior-subordinate relationships tend to mirror | | | | |