discusiion

Student 1

1. Define the problem

Write succinctly what the problem in this case study is (select your focus. You are     not       required to sum up all problem areas).

              Upward Mobility: the German employees have a difficult time reaching the ranks of upper management within Japanese companies located within Germany.

              Workplace Culture: lack of synergy between German and Japanese employees.  Germans see Japanese as aloof and exclusionary; Japanese see Germans as blunt and rude.

              Communication Problems: The Germans and Japanese have a hard time understanding one another.

 

1. Set clear objectives

What are your desired outcomes? What do you want to accomplish? Choose 1 – 3 objectives. Make sure they are SMART objectives!

1. Increase the percentage of German employees at middle management levels and above by 10% beyond current levels within three years.

2. Improve cross cultural awareness of both Japanese and Germans beginning within three months.

3. Decrease communication misunderstandings via language proficiency assessment and on-site coursework opportunities within 1 year. 

 

 

1. Identify root causes

What problems are at the root of the issues discussed in the case study (and defined in question 1)? Be succinct and to the point.

              Upward Mobility: Japanese tend to stay with one firm for many years, if not entire career, spanning multiple roles and acting as “generalists.”  The Germans specialize in trades and roles requiring a change of firms to access new opportunities.  The Japanese have therefore come to view the Germans as “short-timers,” who are not dedicated to the firm.  Because of this, the Japanese managers do not engage in the process of appraisals of their German employees, believing it to be a waste of time.  Furthermore, they are not prepared to appraise the more specialized nature of German workers.

              Workplace Culture: the lack of synergy among German and Japanese employees has both social as well as institutional roots.  The Japanese favor consensus-building and take a long time making decisions; the Germans, favor a top-down approach to decision-making that is much faster.  The Japanese lack autonomy in decision-making because of their deference to corporate back in Japan, wherein the involvement of corporate is part of the consensus-building process.  The Japanese employees live predominantly in an expat community where they are not required to assimilate into German culture.  By isolating themselves they are not subject to experiences that would help them to better learn German culture.  Finally, the heavily regulated union environment with its work councils and practice of codetermination is difficult for the Japanese to navigate.

              Communication: English is the language used for communication, but not the primary language of either the Japanese or Germans.  Culturally, the Japanese are conflict-averse and do not like to be in the position of saying no, whereas the Germans are one of the most direct cultures for communication. 

 

1. Determine the most appropriate research method to collect data

What data collection methods are aligned with your project goal? What measurement instruments will you be using? What sample will you be using to collect the data from? How are you going to collect the data (in person or electronic, during working hours, …)?

              Upward Mobility:

                           Data Collection: Review of personnel files of middle and upper management.

                           Measurement Instruments: Count # of Japanese vs German employees at middle and upper levels of management to determine a baseline percentage.  Review any performance appraisals to determine prevalence as well as baseline of previous review process.

                           Sample: All middle managers and above.

                           How to Collect: By HR personnel during work hours.

              Workplace Culture:

                           Data Collection: Online Survey offered to all; Follow-up focus groups to narrow biggest training needs.

                           Measurement Instruments: Intercultural competence assessment; focus group to answer questions around trending themes in survey as well as follow up questions in group context.

                           Sample: Survey: offered online to all; Focus groups: split groups of willing participants into: German, Japanese, possibly mixed??

                           How to Collect: Survey given during company time, electronically, automatically scored; Focus Groups during work time by outside consultant.

 

              Communication:

                           Data Collection: Survey/Assessment

                           Measurement Instruments: English language proficiency test

                           Sample: Entire company

                           How to Collect: Survey given during company time, electronically, automatically scored.

 

 

1. Report the results and recommend a plan of action

Provide a structural or procedural change the organization should make, based on the information provided.

              Upward Mobility: A standard appraisal process should be formulated by HR, agreed to and put into practice.  All managers should be given training on giving appraisals to their employees. 

              Workplace Culture: Monthly Cross Cultural awareness training should be implemented by HR on both German and Japanese culture.

              Communication: English language training opportunities offered on-site at the company for those scoring low in English language proficiency.

Student 2

Define the problem

The Japanese companies have a long-standing tradition of establishing their companies in Germany because of the economic advantages. The Japanese companies hire German employees to work in their corporate offices and manufacturing plants.  

The cultural barriers of the two cultures living and working together would seem like the primary barrier to their organizations; however, it is the organizational structures that have caused most of the obstacles.

Organizational structure - The German organizations utilize a top-down approach to management that conflicts with the democratic and consensus-based decision-making style of the Japanese.

Advancement of employees - German employees have found it difficult to be promoted in the Japanese companies because the Japanese report to their corporate headquarters in Japan for decisions. The German employees have low moral and high turnover because of the limited opportunities for promotion. 

Government regulations - The German government organization of labor and unions is an obstacle for Japanese companies because of their strict labor laws and burdens the Japanese organizations with employment regulations.

2. Set clear objective

          Objective #1

Increase promotion opportunities for German employees in Japanese companies that will, in turn, decrease the turnover of German employees.

Specifics – it is difficult for German employees to be promoted in Japanese companies operating in Germany. There is a high turnover of German employees because of the lack of promotion opportunities. Because of the turnover, Japanese middle managers are preferred.

Measurable – The Japanese firms could increase the promotion of German employees by 5% each year.

Achievable – The Japanese firms highly praise the German employee’s labor and technical skills. The Japanese organizations could look at employees they value for their hard work and skills in technical areas for promotion.

Realistic – the Japanese companies in Germany report to their headquarters in Japan for consensus on decision-making.  It could be difficult to obtain their approval on increasing promotions when the Japanese headquarters do not have personal knowledge of the German employee’s skills.

Time – this objective could be accomplished in 12 months with the buy-in from the Japanese firm’s senior management.

3.  Identify root causes

The root cause of the organizational conflict between the Japanese companies and the German employees are:

1. Differences in decision-making styles – the Germans have a top-down bureaucratic style and the Japanese have a consensus style.

2. There is a high turnover of German employees in Japanese companies because the German employees are not promoted.

3. The labor union structure of Germany is more prohibitive and restrictive for the Japanese companies operating in their country.

  4.  Determine the most appropriate research method to collect data

The methods of data collection to align with the SMART goal of promoting more German employees are:

1. Surveys – a survey sent out to all of the employees about their perception and actual opportunities for promotion in the Japanese company.

2. Focus Groups – small focus groups assembled to ask the employees of the Japanese companies about their opportunities for promotion, their perception of opportunities, and if they would leave the company if they were not promoted.

3. Interview – interviews with individuals that participated in the focus groups could provide more information about opportunities for promotion.

Sample for collecting the data:

1. A survey sent out to all employees

2. Focus group – a random selection of employees in a department or team

3. Interview – a random selection of employees who participated in the focus groups

How to collect the data:

1. An electronic survey sent out to employees

2. Focus group – an in-person focus group with a facilitator and scribe during work hours

3. Interview – a one on one interview with a facilitator during work hours

5. Report the results and recommend a plan of action

The information collected from the survey, focus group and interviews should be reported to the management of the Japanese companies, but also should be shared with all of the employees of the company. The company should analyze the data and look at the percentage of employees who are satisfied with the promotion opportunities in the Japanese companies. They should come up with an agreement as to how they can increase the promotional opportunities for German employees in order to decrease the turnover

Dis 2 Student 1

I would explain to the manager of the team that the problem of team member losing the trust of each other and their team leader has developed over a length of time. Therefore, this problem will take as much time to solve as it took to develop.

As the practitioner, you will need to answer these questions

Why was the trust lost?

Why are they not working together as a high functioning team?

Why are they not willing to help each other out?

Why is there conflict amongst these team members?

It will take 6 months to collect data, analyze the data, and put together a plan to solve the team problems with the management buy-in for the solution.

This problem did not occur overnight and the solution to their problems will take time.

Dis 2 Student 2

If a manager approached me wanting me to fix the group dynamics in the above situation within a week, I would ask the manager for a meeting time to speak to him/her face-to-face.  I would not try to answer the manager quickly or in passing, because I need the manager to see the complexity of the situation- one that cannot be solved within one week or explained quickly in passing.

At this meeting, I would explain to the manager that while I fully appreciate the numerous performance problems the team seems to be facing, that rushing to slap a Band-Aid on any one of them could very well miss the point or even worsen the situation.  The problems we are seeing from the team are manifestations... but of what we do not yet know.  In fact, we don't know if these behaviors are being brought about by one root cause or multiple ones.  Therefore, it will first be imperative to do a full assessment on the team in order to determine the root cause (or causes) of the current situation.  Such an assessment alone will take longer than a week, not to mention the root cause identification, and formulating the best intervention plan with resources available.  I would reinforce that while this will take more time, the end result will be far more effective than rushing straight to an intervention.