wideculture

RochesterInstituteofTechnologyRITScholarWorksThesesThesis/DissertationCollections2000TheJapanesebank,Bangkokbranch:ACasestudyofteamworkempowermentinJapanesecorporatecultureParichatKamolratanaFollowthisandadditionalworksat:http://scholarworks.
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RecommendedCitationKamolratana,Parichat,"TheJapanesebank,Bangkokbranch:ACasestudyofteamworkempowermentinJapanesecorporateculture"(2000).
Thesis.
RochesterInstituteofTechnology.
AccessedfromTheJapaneseBank,BangkokBranch:ACaseStudyofTeamworkEmpowermentinJapaneseCorporateCultureByParichatKamolratanaAprojectsubmittedtoTheFacultyoftheschoolofHospitalityandServiceManagementatRochesterInstituteofTechnologyInpartialfulfillmentoftherequirementsForthedegreeOfMasterofScienceApril,2000ROCHESTERINSTITUTEOFTECHNOLOGYDepartmentofHospitalityandServiceManagementGraduateStudiesM.
S.
ServiceManagementPresentationofThesislProjectFindingsName:ParichatKamolratanaDate:04/25/00SS#TitleofResearch:TheJapaneseBank,BangkokBranch:ACaseStudyofTeamworkEmpowermentinJapaneseCorporateCultureSpecificRecommendations:(useothersideifnecessary)ThesisCommittee:(1)__D_r_"_E_d_w_a_rd_St_o_c_kh_am('--C_h_airperson)(2)Dr.
FrancisDomoyOR(3)FacultyAdvisor:NumberofCreditsApproved:_--=2=--_4(2Jf/OV,DateCommitteeChairperson'sSignatureDateCommitteeChairperson'sSignatureNote:ThisformwillnotbesignedbytheDepartmentChairpersonuntilallcorrections,assuggestedinthespecificrecommendations(above)arecompleted.
FORMIROCHESTERINSTITUTEOFTECHNOLOGYDepartmentofHospitalityandServiceManagementGraduateStudiesM.
S.
ServiceManagementStatementGrantingorDenyingPermissiontoReproduceThesis/GraduateProjectTheAuthorofathesisorprojectshouldcompleteoneofthefollowingstatementsandincludethisstatementasthepagefollowingthetitlepage.
TitleofThesis/project:TheJapaneseBank.
BangkokBranch:ACaseStudyofTeamworkEmpowermentjnJapaneseCorporateCultureI,ParichatKamolratana,hereby(grant,~ypermissiontotheWallaceMemorialLibraryofR.
LT.
,toreproducethedocumentkil'aboveinwholeorpart.
Anyreproductionwillnotbeforcommercialuseorprofit.
ORI,,prefertobecontactedeachtimearequestforreproductionismade.
Icanbereachedatthefollowingaddress:SignatureFORMKTheJapaneseBank,BangkokBranch:ACaseStudyofTeamworkEmpowermentinJapaneseCorporateCulture.
ParichatKamolratanaABSTRACTInthecompetitiveworldatpresenttime,thecontinuousimprovementofonecompanytobeoutstandingamongitsrivalsiselementalfactor.
Theservicebusinessinthebankalsoexperiencesmanycompetitors.
Thealternativeforthebanktomaketheproductivegainthusinvolvesaforemostimprovementonthepersonnelrealm.
Tomaintainthequalityofservice,thebankemployees,asmembersofteamwork,arethecentralpart.
Theteamworkempowermentofthebankwillserveasthewaytofulfilltheteammembers'fundamentalcommitmentoftheirworkenvironment.
Thissatisfactionwillinfluencesubsequentlytothecustomersatisfaction.
Onthataccount,thebank'scomprehensionofwhatsuchmembersofteamworkneedisimportant.
ThiscasestudyinvestigatedtheJapaneseBank,BangkokBranchinhowtheteamworkarefosteredintheirowncorporatecultureandwhatarethedefectsthatcausedtheunpleasingbusinessoutcometothebank.
Todoso,thequestionnairesofteamsurveywereconductedtotheemployeesofthisbank.
Theissuesconcerntheirattitudeonthejob,managementeffectivenessandcommunication,compensation,andtheirworkenvironmentingeneral.
TheresultsanalyzedbytheSPSSprogramrevealedthattheineffectivenessinempoweringteamworkattheproperwaysmaybringthebankintothedifficultsituations:thehighturnoverrateoftheemployeesandthepoorservicetothecustomers.
Moreover,theresultsshowedthedifferenceinlookingproblemsofthebankbetweentwosexes.
Femalesrankedthefirstplace:computersystems,whilemales:thebankpolicies.
Then,thebankmanagementwillacquiresomeusefulinformationinordertoprovideeffectivesolutions,regardingallaspectsofthefiddlingproblemareas.
Finally,theservicerecoveryplanwillbringthebankintothefavorablereturns.
ACKNOWLEDGMENTSFirstofall,Iwouldliketothankmyparentsfortheirlove,patienceandencouragement.
IwouldliketothankmydearuncleJaroonforhisgoodintentionandsupport.
IwouldliketothankDr.
EdwardBStockhamforhisguidanceandassistanceduringthisproject.
Ialsowouldliketothankyoutomydearsisterforherassistanceinprovidinginformationanddistributionofmysurvey,andtoallofmyfriendsfortheirhelps.
TABLEOFCONTENTSPageABSTRACTACKNOWLEDGEMENTiiTABLEOFCONTENTSiiiCHAPTERI:INTRODUCTIONIntroduction1Background2ProblemStatement3Purpose3Significance4Methodology4Assumptions5Hypothesis5Procedure6ScopeofLimitations6LongRangeConsequences8DefinitionofTerms8CHAPTERII:LITTERATUREREVIEWThevalueoftheteamwork10TeamworkEmpowerment11EssencesofJapanese-group-orientedculture18CHAPTERIII:RESULTSANDANALYSISPageResultsandanalysis22Rankingofthefiveproblemareas41CHAPTERIV:CONCLUSIONANDRECOMMENDATIONSConclusion45Recommendations48REFERENCE51APPENDIX:A53Questionnaires54APPENDIX:B58Table16:Rankingofallproblemareasoftotalrespondents59Table17:Comparisonoffactormeansbetweenfemale(1)andmale(2)Inrankingproblemareas60IVLISTOFTABLESTableNumber1.
Demographicdataofrespondents242.
Percentdistributionofresponsebyitemsinthefactorof"Businessgoalunderstanding"263.
Percentdistributionofresponsebyitemsinthefactorof"Teamworkdeployment"274.
Percentdistributionofresponsebyitemsinthefactorof"Problemidentificationandorganization"285.
Percentdistributionofresponsebyitemsinthefactorof"Resourcesadequacy"296.
Percentdistributionofresponsebyitemsinthefactorof"Leadershipofmembers"317.
Percentdistributionofresponsebyitemsinthefactorof"Peopledevelopment"328.
Percentdistributionofresponsebyitemsinthefactorof"Politics"339.
Percentdistributionofresponsebyitemsinthefactorof"Rewardforgooddecision"3410.
Percentdistributionofresponsebyitemsinthefactorof"Cultureissue"3511.
Percentdistributionofresponsebyitemsinthefactorof"Attitudeintheworkplace"35vLISTOFTABLES(continued)TableNumber12.
Percentdistributionofresponsebyitemsinthefactorof"Pressureofworkingenvironment"3613.
Rankingoffiveproblemareasbyoverallrespondents4214.
Rankingoffiveproblemareasbysexofrespondents4215.
Comparisonoffactormeansbetweenfemale(1)andmale(2)inrankingproblemareas43VIChapterIIntroductionAccordingtoaninsidelookatJapaneseOrganization,itwasfoundthatJapan'scorporatecultureisamajorreasonforitseconomicsuccess(Funk,J.
L.
,1992)Japan'sgroup-orientedculturehascausedJapanesefirmstodevelopauniquecorporateculturebyfocusingonstrategy,structureandsystem.
Moreover,theyaimattentiontostaff,skill,styleandsuperordinategoals.
Itisremarkablethatthisgroup-orientedculturedoesnotexistonlyintheJapanesecompaniesinJapan.
TheJapanesesubsidiarysettledinothercountries,likeinThailand,stillkeepthiskindofperformancemodel.
Asfarasbankingbusinessisconcerned,workingasateamwillstrengthenthetransactionthattakesprideinservingitscustomers.
Theteamworkinthebankcanhelpemployeesreachoutandservethecustomer'sneedintherighttime.
Howeverbuildingtheenergeticandproductiveteamworkinthebankisnoteasy.
Itreliesprimarilyontheempowermentstyleofthebankmanagement.
TheJapaneseBank,BangkokBranchfromthiscasestudyisoneofthebigJapanesebanksinThailandwhichservespracticallyandmostlyforJapaneseindividualandJapanesecompanies;thegreatestinvestorsofallnationsinThailand.
TeamworkofthisbankadoptsundoubtedlyJapanesestyleofempowermentbuttoapplyforallemployees,thosearealmostThaipeople.
Inthisway,wecanproveifthissamestrategicmethodinempoweringteamwork,whichmostlybringaboutthesuccessofitsbusinessinJapanwillstillworkoutandleadtothesamedesirablebusinessresultsifthesurroundingculturewaschangedinThailandandwhatfactorsgiverisetosuchtheresult.
Background:Workingasaneffectiveteamworktobuildqualityservicerestonthereinforcementoftheteam'sinfrastructure.
Thesupervisorsfromtopmanagementhavetogeneratetheclearunderstandingaboutthecompany'smission,setthedirectiontomeetitsgoalandmakesurethattheteammemberbeawareoftheconceptofworkingasateamwork.
Moreoverthemanagementneedtobuildcommitmentforthestaffmemberwhoarepartoftheteamworkwhichwilltakepartatlastinthesuccessorfailureofthebusinessoutcome.
Themutualcommunicationbothinvertical(top-down)andhorizontalline(betweenstaff)willacceleratethecoordinationandcooperationtogetthetaskdone.
Moreover,thebasicfacilitiesandinstallationofhightechnologyequipmentwillbesupportivetotheworkflow.
Thedevelopmentofthestaffsskilltohandlesuchthemachine,theencouragementinformofincentiveorpromotion,incaseofpracticingthegoodperformance,thegivingopportunitytoproposeopinionforproblemsolvingandthegivingofauthorizationformakingdecisioncoherentlytotheirresponsibility,allthesefactorsarecrucialinempoweringteamwork.
Thesekindsofempowermentoftheworkingteamwillfosterthefeelingofbeingpartnershiptointernalcustomerwhowillhavethenthewillingnesstoattributethegoodservicetotheexternalcustomerforthelongrun.
Itseemsthatmanycompanies,notonlyinthebank,hardlyrealizeaboutthecomplementofteamworkempowermentandthus,thepermanentlosswillbenevergetrecover.
ProblemStatement:AlthoughthisJapanesebankadoptsthegroup-orientedcultureandperseveresatmostdegreetocarryoutthemissionofteamworkempowerment,thisbankingbusinessoutcomestillappearsunpleasing.
Theeffectivenessingivingthecustomerserviceisstillinthesluggishway,aswellasthehighrateoftheemployee'sturnover,whencomparingwithotherforeigncompanies.
Thus,thequestionbecomeswhatcanbethereasonsofthisundesirableoutcomeItcanbehappenedthatthisbankmanagementmaynotrealizeaboutthefailureinengagingempowermentstrategyintheproperway.
Purpose:ThepurposeofthisstudywastoanalyzehoweffectivethisJapanesebankdeploystheJapanesestrategytoempowerteamwork.
Ifthisbankcannotimplementthisstrategicconcept,whatarethecausesthatconverttheshould-besuccessfulresultsintothegreatfailpointsprovokingthehighrateofemployeeturnover.
Failuremayresultintheexternalcustomer'swalkoutfromthebanktousetheotherJapanesebanks'serviceinThailand.
Significance:Thisstudywillserveastheclueforthebanktorealizeabouttheireffectivenessinconductingthegroup-orientedculturetomeetthesuccessofbusinessgoal.
ItwillbeverybeneficialforthebanktoknowthatwhythesamepracticeofteamworkempowermentwhichbringaboutthedesirablebusinessoutcomeinJapanfailtoservetheinternalandexternalcustomer'sneedasitshouldbewhenapplyingwithThaipeopleofthedifferentculture.
Toknowtheflawsinpracticingempowerment,thebankwillbeabletoprovidethesolutionandtrytomakeimprovementtotheirempowermentprocess.
Tosomeextent,theothercompaniescanadoptthisJapanesestrategicmethodinempoweringteamworktoadapttotheirownorganizationenvironment,inordertogivetheutmostbenefitsfortheirbusinessoutcome.
Methodology:Thisstudywasanalyzedintermofuptodatefactualcircumstanceoftheworkplaceenvironment,whichhaspreparedtoenhancetheeffectivenessinworkingasateamworkandtoservetheinternalcustomer'sneedthatwillfurtheraffecttotheexcellentservicefortheexternalcustomers.
Accordingly,thegroundworktookfirststepbyreviewingontheworkoperationintheJapanesebank,BangkokBranchtofindouttheinfrastructureinempoweringtheteamworkoperationusingtheJapanesegroup-orientedcultureconcept.
Moreover,thesurveymeasuredhowthisconceptworksoutamongThaiemployeesinThailand,aswellaswhatcanbethecausesoftheundesirableoutcomes.
Assumption:IdeologicalAssumption:Thisresearchneedstobecarriedonapartfromanydispositionorpreconceptiontothecompany.
Whattheresearcherwillaskinthequestionnaireswillbewithintheframeofwhattheresearcherhasmadeforthehypothesis.
Eventhoughtheresearcherusedtobeapartofthisbank,theresearcherwillstayawayfromanypersonalpropensity.
ProceduralAssumption:Theresearcherassumedthatthebankperceivedtheusefulnessofthisstudyandalloweditsemployeestogivecooperationtobehonestandfeelfreetofilloutthesurveyquestionnairesbeyondthepressureofanysuperiordomination.
Hypothesis:Theresultfromthisstudywillshowthattheineffectivenessandincompletenessinempoweringthebank'steamworkinfullscalehaveprovokedthedissatisfactionbothtotheinternalandexternalcustomer.
Thedefect,whichcausestheundesirableoutcome,canberesultedfromthefactorsofThestaffunderstandingabouttheteamworkconceptandtheactualapplicationThemandatoryexpertiseofteammembersTechnologysupportgoingalongwiththestaffskilltohandleit.
TheauthorityinmakingdecisioncoherenttothestaffresponsibilityTheincentiveandpromotionsatisfactionandthepressureofworkenvironmentProcedures:ThepopulationsforthisstudyweretheemployeesoftheJapaneseBank,BangkokBranchinThailand.
Theseemployeeswerefromvariousdepartmentsinthebankandeachdepartmentformedtheteamworktoservetheneedofthecustomersdirectlyorindirectlydependingonthenatureofthattransaction.
Theresearchercontactedthecompanytoreceivecooperationfromthestaffmemberswhofilledoutthequestionnaires.
(SeeAppendixAfortheteamsurvey)Itisimportanttocreatetheemployeeattitudequestionnaires,asinthiswaywecanassessemployee'perceptionsaboutthequalityoftheirworkenvironment.
Atthefirstplace,theresearcheraskedauthorizationandsubmittedthequestionnairesurveytothebank.
ThemanagerassistantofLoanDepartmentaccommodatedtheresearcherindistributingandcollectingthecompletedsurveys.
ThendatawasenteredintoSPSSprogramforanalysis.
Ultimately,factorsmeans,T-testandfrequencieswereruntoTestofHypothesisandtheresultsfromthestatisticalanalysisweresummarizedintables.
Inadditions,someinterviewsfromtheconcerningsamplepopulationwereproceededtovalidatetheresults,whichhadillustratedtherealrightproblemsforthebank.
ScopeandLimitations:Likemanyotherbusinesscompanies,theJapaneseBank,BangkokBranchhasinclinationtothinkthattheyalreadytrytheirbesttogiveutmostbenefitsfortheiremployeesandalsofullypreparedeverythingthatsupporttheeffectivenessofteamworktoservethecustomers'needintherighttime.
Moreover,theyusuallythinkthatasthebigforeigninvestorsinThailand,theycanpaymuchmorethanothercompaniestorecruitthequalifiedstafftoworkwithandanyonewouldliketoapplytoworkwiththem.
Forthesereasons,theyseemnotrealizethatwhattheiremployeeproposedasapotentialproblemsduringtheworkprocessissoimportantthattheyhavetobeconcernedtorectify.
Theincompleteempowermentofthebankhascausedthehighturnoverrateoftheiremployeesbutthebankwillneverknowaboutthisbecausetheydon'tgivetheopportunityforthestafftoproposetheopinion.
Oreventhebankgivetheirchancetogivesomeideas,thebankjustlistenthembutdon'tthinkthattheyshouldmakethechangebecauseoftheirstrictpolicyandbecauseofthebigexpenses.
Thus,whatwillthestaffusuallydoduringtheopeningmeetingTheyexactlytrytokeepcalm,orsaysomethingtopleasethemanagementbecausetheyalwaysrealizethateventheyproposesomeideaforthecompanyimprovement,theywillgetnothinginreturn.
It'suselesstodoso.
Forthesereasons,thecompanywillneverknowwhatisactuallyhappenedasthegapsandconflictbetweenthemanagementandthestaff.
Theconflictwillexactlyhappenveryseriouslybecausethestaffwillworkintheteamandwillhaveinteractionwiththecustomersdirectly.
So,WhatwillbehappenedthenExactly,thepoorservice,andthewalkoutofinternalandexternalfromthebank.
Thisstudygatheredinformationfromthebank'semployeesperspectiverelativetotheirworkenvironment,theteamworkempowermentstyleofthebankmanagementandsoon.
Inthisway,thebankwillovercomethelimitationsofacknowledgementofanyflawstheyhavedoneaccordingtotheJapan'sgroup-orientedculture.
Generally,employeeswhohavethebadattitudetowardsomeaspectsofthebankwillgivetheopinionunfairlyandsometimestheywillnotcareordon'tevenwanttofilloutthequestionnaires,astheydon'tthinktheytakepartinthisgainorlostofthebank.
Therefore,thebankwillnotbeabletogainasmuchinformationfromthissurveyaspossible.
LongRangeConsequences:Theconsequencefromthisstudywillbeofvalueforthebank.
ThemanagementofthebankorofanyJapanesecompaniesinThailandcanusetheinferenceoftheiremployee'sperceptionasthecrucialtooltorevisetheirmethodinempoweringteamworkTheirclearerunderstandingaboutthegapshappeningduringtheworkprocessaccordingtothecompany'spolicywillbehelpfultoturnrightthingsaroundforthelongtermsuccessofitsbusiness.
Definitionofterms:Bankinghasplayedanever-growingpartineverybody'sday-to-dayfinanciallife.
Thereisawiderangeofservicesthebankcanofferus:depositandwithdrawmoney.
Besidesbanksalsooffercreditloanfacilities,advanceorlendmoneytoacustomerwithaninterestcharge.
Moreoverpeoplecangotothebanktohaveforeignmoneyexchange,sellandbuydrafts,traveler'schecksoreventransfermoneyelectronicallytothecorrespondentbank.
Teamworkinthebankmeanseachdepartmentwhoseteammemberscooperateeachothertogetsometaskdone.
Veryoften,onedepartmentofthebankneedstoaskcooperationfromotherdepartments:otherteamworkinordertogiveparticularservicetothecustomereffectivelyandintherighttime.
Japan'scorporateculturereferstotheuniqueJapaneseconceptcontributingtosuccessfulteamwork.
Thisconceptemphasizesmultifunctionalemployee,employee-developedproceduresandplansandsharedresponsibilities.
ChapterIILiteratureReviewActually"teamwork"isnotreallythenewconceptfororganizations.
Manycompaniestodaynotonlyhaveadoptedthisteamworkconcepttoapplybutalsotrytheirbesttogivesupportforthequalityoftheteamworkasmuchaspossible.
Theyrealizethatthequalityofteamworkisbasicallyreliedontheempowermentfromthecompany'smanagementandthatqualitywillattributealsototheirbusinesssuccess.
Someoneamplystatesthatpowerfulandeffectiveteamworkisperhapsthesinglemostimportantdeterminantofcompanysuccess(Nicholson,1999)So,whatcanbethebenefitsofformingtheworkingteamTheValueoftheteamwork:Teamworkcanbevaried.
Someconcernbusinessattiresandsomerelatetosocialactivities.
However,everyteamworkstillmaintainsthesameconcept,bymeansofmutualcooperationofitsmembertoimplementsomeparticularpurpose.
Inbusinessviewpoint,formingtheteamworkwillbeworthybothtothesideofthecompanyandtotheemployeesdomain.
Forthecompany'sadvantages,teamworkhascreatedthepositivechangeinmanyaspects.
Basedonthedatasurvey,seniormanagersperceiveprimarybenefitsfrombuildingthestrongteamworkinorganization.
Thosearequality,productivity,reducedoperatingcost,jobsatisfaction,restructuringandmanyothers(Wellins,Byham&Wilson,1991).
Moreover,somemanagersformteamworkbecausetheyhaveaspecific10listofgoalsthatrequireagroupofmulti-faceted,conclusive;talentmembers.
Theyconvincethattomakeprosperitytothecompany,thebroad-basedperspectivefromagrouptocarryoutsomevisionisveryimportant.
(DeVany,1999).
Becauseteamworkcanbethedifferencebetweenwhetheracompanysurvivesornot,thus,manycompaniesrequiretheirteamworkcombiningwiththeskill,talents,knowledgeandexperienceofmanyindividuals.
"Teamworkhasquiteliterallysavedthebusiness"(Robinson,1999).
Inthesameway,themembersoftheteamrecognizethebenefitsintegratedfromtheself-directedworkenvironment.
Theycanhaveopportunitytoparticipate,tolearndifferentjobskills,andtofeellikeameaningfulpartoftheirworkplace(Wellins,1991).
Theacceptanceintheteamworksignificanceexpandsallovertheplace,evenintheeducationalrealm.
Kurfiss(1989)citedthatthereisanincreasedinterestinteam-orientedinstructionintherecentyears.
Thisenthusiasmmaybecomesfromthegrowingrecognitionoftheteamandtaskforcesintheworkplace.
Manyamongthemrealizedthatteaminteractionwillbringaboutthedevelopmentofhigherlevellearningandproblemsolvingskills.
Furthermore,teamworkcanaccomplishprojectsthateventhemostcapablememberwouldnotbeabletodoworkingalone((Watson,1991inRoebuck,1998)).
TeamworkEmpowerment:Knowingthatthequalityofteamworkcanhaveimpactsonthebusinesssuccess,theconceptofempowermenthasbecomepopularinmanagementliterature.
11Anotherwaytosayisthatempowermentshouldenhanceself-management.
Whenorganizationpromotesempowermenttheywillletemployeesunderstandorganizationalstrategiesandbeinvolvedinmakingdecisionsinordertosettheirownobjectivesandactonthem.
Empoweredteamwillneverhappenbyaccidentbutareoriginatedfromthecarefulredesignoftheorganization'sworkprocess,whichincludesbothtechnicalandsocialsystem(Wellins,1999).
Moreover,teamworkempowermentprocesscanbedevelopedandimplementeddifferentlydependingontheconceptandpolicyofeachcompany'smanagement.
However,generally,successfulteamsrequiretheempowermentofteammembersbymeansofthesefollowings:AnadequateinformationbaseTheunderstandingofteam-buildingconceptTheclearlydefinitionofobjectiveThemanagementandtheemployeescommitmentTheproducingofaclimateofmutualrespects.
ThereadinessofsupportiveequipmentTherequisiteabilitiesinteammembersThemotivationinformofrewardsorappraisalforteamperformance.
Allthesecomponentsofteamworkempowermentwillbringonthecompanyproductivity.
OnestatementinthebookrelativetotheMalcolmBaldrigeNationalQualityAwardhasagreatdealofmeaning:"Theawardhassparkedinterestnotonlyinqualitybutalsointherealizationthatqualityandempowermentarecloselyrelated"(Byham,1991).
12Tobuildtheeffectiveandefficientteamwork,managementneedstobeginwithempoweringindividualsFirstofall,individualswhotakespartoftheteamworkneedtohaveclearunderstandingwhattheirmissionandthescopeofresponsibilityare.
Supervisorsshoulddecideonacourseofaction,observeandfollowup(VanDerWall,1999).
Totakeintoactionthisconcept,employeeorientation,forexample,isveryimportanttoformtheeffectiveteamwork.
Inthisway,thenewemployeewillknowtheircareer,theirorganizationculture,valuesandgoals.
Moreover,theymayhavegoodchancetoparticipateinproblemsolvingactivitiesinsuchanorientation.
Orientationbecomethusthemeaningfulmethodtogivevaluabledatapreparedforthestartofwork.
Thenewemployeewillalreadydiscovereverythingbeforehand(Tyler,1998).
JohnA.
Challenger,executivevicepresidentofChallenger,Gray,andChristmasInc.
alsosaid"inemployeeorientation,asinrelationship,firstimpressioncount".
Tyleralsowantsmanagementtorealizethatit'sthegoodwaytogivethenewemployeesarealprojecttostartonthefirstday.
"Theendofthefirstdayisjustasimportantasthebeginning".
Thiswillmakenewemployeefeelyouwantthemtocomebackfordaytwoandtheywillbesettohaveasenseofcommitmentandpartnershipofthecompany.
Aftertheemployeeknowthecompany'smission.
Theteamleadershouldbeawarethattheteammemberunderstandstheconceptofworkingasteamwork.
Theheartofteambuildingisthestressinrespectforteamautonomy(Harry,1999).
Thus,inreorganizingaroundteam,companyhastoeliminatethestructuresandrule,whichkeptarbitrariness.
Bydoingthis,theteamwillreachitsvastpotential.
Yet,inateamorganization,theeffectivecommunicationbetweenmemberisthecrucialfactor.
It13shouldnotthatthegroupisdominatedbysingleindividualopinion.
Thememberoftheteamshouldsharetogethertheirideasoranyvisioninordertoimplementtheteamgoal.
Howeversometimes,ateamhastobeperformedtoaccomplishalistofchargesthatneedthecooperationfromvariousdepartments.
Whenthosewhowillhavetoparticipateinthatprocess,theyshouldcontributeconstructivelytotheprocessandtakethegreatinterestincontributingtothedesiredoutcome.
Allthesehorizontalcommunicationbetweenteammemberwilleliminatepotentialconflictbetweenthem.
(DeVany,1999).
Moreover,havingwidecontactwitheachotherwillimprovethecompanyimageandtheservicethecompanyperformaswell.
Theeffectivecommunicationhappeningfromtop-downdimensionbetweentheteamleaderandtheteammemberisofvaluealso.
Inthisway,theynewstaffmemberwillfeelliketheyareapartoftheteamandbuyintotheteammissionrightaway.
However,it'simportantthingtonotethateffectivecommunicationhastobeopenandhonestintheblamefreeculturewhiletheworkwillbecarriedonandknowledgeneedstobefreelysharedamongtheteam.
Tobuildthestrongteam,aprecisegoalshouldbesetbeforeateamtacklesaproject.
Everymembershouldnotethatteamgoalsshouldalwayssupersedeindividual'sneed.
Membershouldbesurethattheyfocusontheorganizationandgroupgoalratherthanallowinganysingleindividualtodominatethecommunication.
Next,DeVany(1999)mentioned"Managementcommitmentisimperative".
Inorderfortheteamtosucceed,executiveandmanagersmustbecommittedtotheconceptofteamsandtheirabilitytocarryoutorganizationalobjectives.
Inthesametime,asa14memberoftheworkgroup,employeemustsensethatmanagementhasconfidenceinthoseassembledtoachievewhateverthegoalsmightbe.
Theformulationofthesenseofbeingpartnershiporownershipisalsoanotherinfluentialcircumstance.
Todothisprocess,thesupervisorororganizationmanagementcandobycomfortingtheopportunityforgivingideasoropinions.
DeVany(1999)assertsthatthegreaterdegreetowhichindividualsareaskedfortheiropinionsandideas,themorevalidyourdataisandthemoreeffectiveyouteamresultwillbe.
Itislikelythatwhenpeoplewasaskedfortheirinput,theyarefarmorelikelytoparticipateintheprocessandremaintowitnesstheoutput.
Moreover,bynature,manypeoplewillwelcomethechancetoshowofftheirexpertise.
Thusthiswaywillgivethesepersonshavingasenseofprideandownershipinwhattheydo.
(Weiss,1998)Side-by-side,theauthoritytomakedecisionscanplayamajorroleinraisingteammember'sself-esteem.
Inanycompany,thestyleofsupervisioncanhaveenormousimpactonthissense.
Anautocratic,punitivemanagementstyletendstocauseemployeesto"justdowhattheyaretold"butaparticipativemanagementstyletendstoencourageteammembertodomorethantheyareasked,oftenenthusiastically(MGT-115Learningonline).
However,knowledgeresidedintheindividualandcollectivemindoftheteamworkwillbeveryvaluable,asitwillprovidestheabilitytomakebetterandfasterdecisions(Klein,1999).
Thisempowermentstrategyiscriticalespeciallyifconcerningabouttheserviceatthefrontline.
Thebetterandfastertheteamworkcanhandletheirjobbymakingthesuitabledecisionattherighttimewillreducethecustomer'swaitingtimeaswellasconstructthefirstimpressionofsuchtheservice.
15Thereadinessoforganizationinfrastructure,equippedwiththehightechnologymachineisanotherelementoftheteamworkfunctioning.
Imagineifteamworkhastocompletesomeprocessofworkmanually,howmuchefforteachmemberhastospend,andhowlongsuchtheprocesswilltaketime.
Toreinforcethequalityofteamworkforgivinggoodservicetocustomer,thecompanyneedstoinstallenoughtimesavingmachineofpotentialquality.
Inthesametime,theteammembersneedtobesupportedtohavetorelatedskillstohandlesuchthemachine.
Ifnotso,howuselessitwillbetohavegoodmachinebutnoonecanuseiteffectivelyandproductively.
Actually,therearemanywaystoadvancetheskillsoftheteammember.
Forexample,settingthetrainingprogramfromoutsideexpertiseforthem,updatingtheirknowledgeofnewcomputersystemtoenhancetheworkflow,includingsupportingthemtobroadentheirperspectiveinworkingprocessbycreatingrotationoftask.
Particularly,givingnewemployeesrotatingassignmentindifferentdepartmentsforaperiodoftimewillgivethemmoreideaswhateachdivisiondoesandhowtheirjobsintegrateandthus,thelaunchingoftheappropriateperformanceforexcellentservicewillcomeafter(Tyler,1998).
Likewise,theencouragementoftheteammembermotivationinformsofrewards,appraisalorotherincentivesismeaningful.
Weiss(1998)inhisthebook"TeamandTeamwork"addressesthatrewardsandpunishmentaremoreeffectiveinswayingindividualperformancewhengivenbyaworkgroupratherthanasinglesuperior.
Supervisorcanhavemanywaystoinfluencemember'sattitudes.
Forexample,theycanusepraisetoraiseenthusiasmandtheycanpresenttheirempathyandappreciationtopromotetherightattitude.
Asateamleader,youshouldenvisionthatacomplimentfrom16youmeansquiteabittoteammember.
"Companiesshouldproduceprogramsthatrewardteamefforts(Steinauer,1999).
Howeverdon'tsimplypresumethatyourteamwillbeonlymotivatedbyfinancialrewardbecausesometeammemberworkpurelyfortheloveoftheirjob.
Forthem,whatisoftenmostrewardingissimplerecognitionofeffortorresultsachieved(Stonier,1999).
Somesourcesindicatedthatpressureofworkisanotherfactoreffectingtothequalityofworkingasthestrongteam.
Thepushtoachievegreaterproductivity,theintroductionofnewtechnologyandtheconstantneedtotrainandretrainpeoplewillcreatetensionandstressresultedtomakesomeerrors.
Weiss(1998)recommendedthatthesupervisorshouldtrytoconsoleandsympathizewithindividualsonsuchoccasions.
Thefinalprincipletoempowerteamworkisstatedinscopeofcompanyculture.
Nowadays,becauseoftherapidglobalization,manycompaniesposenewchallengesfortheappliedpsychologist.
Oneparticularchallengeforthesupervisoristounderstandhowcultureexpectationsinfluencejobattitude.
Inthecompany'ssubsidiary,itwillbethussoimportantforthemanagementtoenhancetheunderstandingacrossculturestothestaffmember,sothattheproblemofcomparisonsamongmultinationalco-workerswillnotbehappened.
Therehavebeenmanystudiesofcross-culturedifferences.
However,whatmoreimportantisthattheencouragementofcross-culturalunderstandingwillaffecttothejobsatisfactionsofthestaffmember.
Forthesereasons,manyaspectsofMulti-cultureCompany,suchasworkload,stress,qualityexpectation,andsupervisorycommunicationshouldbeemphasized(Candell&Hulin,1986).
Infact,theimportanceofculturaldifferencesinexpectationsforleadercommunicationhasalsobeennotedforalongtime(Earley,1984).
Moreover,Davis(1995)alsoobservesthatthequality17expectationsofparticularinterestinacross-culturecontextisstillcontinuouslyconductedbecauseoftheinternationalfocusonstandardsofqualitylikeISO9000andmanyothers.
Canyouimaginewhatwillbehappenedifthecompanycannotimplementthecommissioninempoweringteamwork.
Ofcourse,thedefectwillbeposingtheproblemintotwodirections.
Whenthecompanyfailtoreinforcetheteamwork,asaresultoffailuretogivethestaffmember'ssatisfaction,themalservicewilltakeplaceinanycircumstance.
Thefollowingproblemsthenaretheturnoveroftheinternalcustomerwhoisdissatisfiedfortheirjobenvironment.
Thelostofevenonestaffwillexactlyaffecttothemaintenanceofgoodservice.
Atlast,thelong-termcriticalproblemforthecompanywillbehardtoremedy.
Thewalkoutoftheinternalcustomerwillbepermanent.
EssencesofJapanesegroup-orientedculture:In"Theteamworkadvantage",Dr.
FunkcomeoutwithadifferentapproachwhichtheleadingJapanesecompaniesusetomaketheprosperitytotheirbusinessoutcome.
AccordingtotheJapanesecorporateculture,therearemanyfactorsthatcontributetothesuccessofteamwork.
Actually,thegroup-orientedculturebeginssincetheJapanesesocialinfrastructureandthisculturalaspecthasaffectedeconomiccompetitiveness.
Japanesesocietyemphasizessomuchonimportanceofhigheducationanditisevidentthatthisgroup-orientedculturecanbefoundfirstlyintheJapan'sprimaryschools.
MerryWhiteexplainedin"TheJapaneseEducationalChallenge"thatJapanesestudentswouldlearntodiscoverthingsandsolveproblemtogetherasopposedtogettingtoananswerfastandassignmentwillbemadetogroups.
Moreover,childrenwillbesupported,praised,andallowedscopefortrialanderrorwithinthegroup.
Theteachinginhowtocreateloyalworkersbyemphasizingtheimportanceofcooperationandresponsibilitytopeersisalsosettledintheschool.
Intheworklife,JapaneseemployeeswillbemoremotivatedbecauseJapanhasdevelopedoneinstitution:givingimportancetothecorporation,inordertohandletheindividual'sspiritualandproductivetime.
Furthermore,sinceJapaneseemployeesexpecttoreceivemoreoftheir"spiritualneedsfromtheplaceofemployment,thisnotionencouragesthemtoidentifymorewiththeircompaniesandtheyareinclinedtoworkharder.
WithrespecttotheJapanesepersonality,someresearchersarguethatJapaneseemployeescanbetterhandleinterdependentactivitiesduetobetterskillsinmaintainingpeaceandharmony.
Thatiswhythisskillenablesthemtoavoiddestructivepersonalconfrontationswhensolvingproblemswiththegrouporbetweengroups.
Forworkethic,Japan'scorporatecultureexcessivelyemphasizesonthesefollowingelements:First,theygiveimportancetothestaff.
ThismeanstheJapanesecompanywillhavepolicytodeveloptheskillsandknowledgeofstaffthroughextensivetrainingprogram,particularlyfornewemployeesandthroughcross-functionaljobrotation.
TheJapanesemanagementbelievesthatthenonspecializedcareerpathswillenableemployeestolearnabouttheentirecompanyandalsohelpintegratedifferentpartsofacompany.
Second,Japaneseorganizationshavetheiruniquestyleandtrytodevelopproblem-solvingmethodsthattakeintoaccounttheinterdependenciesbetweenpeople.
19Thelastemphasisisonthesuperordinategoals.
ThismeanstheJapanesecompanieswillhavetheguidingconceptstoimbueinitsstaffmembers.
Japanesecompaniestendtotakeamore"holistic"approachwiththeiremployees.
Inotherword,theyconcerntohowtheiremployeesmakedecisions,shareresponsibility,andtendtobebroaderintheirpointofview.
Withthisrespect,theJapanesecompanysucceedsinintegratingdifferentsection,departmentsordivisionswithinthecompanyverywell.
In"TheoryZ",WilliamOuchi,anotherresearchermentionsthatanotheraspectofJapan'scorporateculturewhichisimportantreasonforJapan'seconomicsuccessisthelifetimeemployment.
Japanesecompanieswilltakeresponsibilityfortheiremployees'wholelives,notjusttheirworktime.
Inthisway,theemployeeswillworkforonefirmaslongaspossibleoroftenfortheirentirelives.
Moreover,becauseofthestrongholdinthetraditionalsenioritysystem,slowevaluationandpromotioncouldbethefactorthatencouragesemployeestofocusonthelong-termhealthofthecompanyasopposedtoshort-termpersonalgoals.
IntheJapanesemanagementsight,productivityofthecompanyistheproblemthatcanbeworkedoutthroughcoordinatingindividualeffortsinaproductivemannerandofgivingemployeestheincentivestodoso:informofovertimepayment,orbonussystemsforexample.
FortheinfrastructureoftheJapanesecompanies,technologiesareconsideredtobefundamentaltomultiplebusinessesbutthisinvestmentaretooexpensiveorlong-termforanyonebusinesstosupportbyitself.
Thus,manyrelatedbusinessesinaJapanesecompanywillworktogethertodevelopthiscorecompetencies.
WecanalsosaythatthesuccessofJapanesecompanyisreliedontheireconomicgroupsandenterpriseunions.
20Theseinstitutionstrytheirbesttoreduceriskofmakinglong-terminvestmentsinnewtechnologybecausetheyhaveacaptivebankthatprovideslow-interestloans,eveninthecriticaltime.
ThatiswhyJapanesecompanieseveninforeignbranchhavetheverytightrelationshipwiththeirownbank.
Inconclusion,Japanesecompaniescanfostertheircorporatecultureattributingtotheirbusinesssuccessbymeansofthesefollowing:EducationWorkethicThegroup-orientedcultureanditsempowermentstrategyintheworkenvironment.
LifetimeemploymentExtensiveandcomprehensivetrainingprogram.
NonspecializedcareerpathsCollectivedecisionmakingCollectiveresponsibilitySenioritysystemEnterpriseunion21ChapterIIIResultsandAnalysisThiscasestudywastoidentifytheteamworkempowermentofaJapaneseBank,BangkokBranchinThailand.
Theorganizationteamsurveywasconductedinordertodrawtheemployee'sperceptionoftheirworkenvironment.
Moreover,thisresultcanrevealhowJapan'scorporatecultureimpactsonthebank'seconomicsuccess.
Fromthissurvey,eightypercentofquestionnairesareappliedfromOrganizationDecision-MakingResearchbyBooneandKilmann,(1991).
Thewritertomakeconformtothecasestudycreatedtheaddition.
Thefirststepinvolvedidentifyingthedirectionsthatdefinetheteamworkempowermentofthebank.
Thelistofquestionsforthefirstpartwillbearrangedrandomlytomaketherespondentsnottobeinclinedexcessivelyinanyareasofproblems.
Thefifty-twoquestionsaretheLikert-typeformatof5scalesofagree-disagreecontinuum.
Thesecondpartwilldetermine,outofthetwelveproblemsareasofthebank,therankingofthetopfiveareasthatshouldbeturnedaroundfortheeffectiveteamwork,tobetterservethecustomerandendupwiththebank'seconomicalsuccessasitshouldbe.
Thequestionnairesincludealsothepartfortherespondentstofillouttheirfurtherinformationandanyopinionstheymighthave,tobeusedforadditionaldataanalysis.
FromthegatheringdataanalyzedthroughtheSPSSprogram,thefactormeansforthemostpartwouldbeconsidered.
Thetestingofhypothesis(T-Test)wasusedtoidentifythedifferencebetweentwomeanswithP-valuesfrom0.
001to0.
10.
This22significancelevelwouldbeobservedandinterpretedduetothesmallsamplesize.
Moreover,thechi-squaretestalsodisplayedwhetherthevariablesarerelatedinrespondentgroup.
Demographicinformationoftheoverallrespondentsareshown(inTable1)asthefollowing:Outofthe108employees,76respondentssubmitthequestionnaires.
Thatis70.
37%oftotalpopulationsofthebank.
1.
Sexofrespondents:therewere54females(71.
1%)and22males(28.
9%).
2.
Ageofrespondents:therewere:(under25yearsold=9.
2%),(26-35yearsold=69.
7%),(36-45yearsold=17.
1%)and(46-55yearsold=3.
9%).
3.
NumberofyearsworkinginBankingindustry:therespondentshaveworkedforbankingindustry(0-3years=22.
4%),(4-6years=36.
8%),(7-9years=25%),(10-12years=7.
9%)and(13yearsandover=7.
9%).
4.
Numberofyearsworkinginthisbank:therespondentshaveworkforthisbank:(0-3years=36.
8%),(4-6years=34.
2%),(7-9years=18.
4%),(10-12years=3.
9%)and(13yearsandover=6.
6%).
5.
Numberofyearsworkingintheircurrentposition:therespondentshaveworkedfor(0-3years=50%),(4-6years=40.
8%),(7-9years=6.
6%)and(10-12years=2.
6%).
23Table1:DemographicDataofRespondentsTypesDataofRespondentsFrequency(%)Sample(N)Sex:Female71.
154Male28.
922Aee:Under259.
2726-3569.
75336-4517.
11346-553.
93Yearsworkinginbankingindustry:0-322.
4174-636.
8287-925.
01910-127.
9613andover7.
96Yearsworkinginthisbank:0-336.
8284-634.
2267-918.
41410-123.
9313andover6.
65Yearsworkingintheircurrentposition:0-350.
0384-640.
8317-96.
6510-122.
6224Aspreviouslystated,onemostimportantreasonwhyJapanesecompaniesmeetitsbusinesssuccessisthattheyfullyfocusontheapproachesofcorporateorganizationalculture.
Theyhavetriedformalizingtheteamconceptandintegratingteamintotheexistingenvironment.
Inlookingathowthisbankistryingtoimplementtheirempowermentstrategy,theresearcherhasfounditsresultsasthefollowings.
Forthebusinesssuccessingeneralconceptswhichrequire:Theclearlyunderstandingofbusinessgoalamongtheteammember:Itshows(intable1.
1)thatthetrendofmajorityagreementisaboutequalbetween"Agree"(15.
8%)and"Disagree"(14.
5%).
Although55.
3%ofrespondentsexpressed"neutral"tothequestionrelatingtotheirgoodunderstandingofthebank'sobjective,policies,proceduresandworkrulesbeforegettingstarttheirassignment,thismajorityismeaninglessbecausetheyseemsnottoidentifytheirrealdecision.
Theyseemtogivetherathercompromisedresponse.
Anotherfindingshowsthatmostoftherespondents(57.
9%>)agreethatdifferentunitwithinthisbankworktogethertoreachacommongoal.
However,theundesirableresultappearsintheratherhighpercent;thatis27.
6%ofrespondentsdon'tthinkthatmostemployeesofthebankareenthusiasticincontributingtothebank'ssuccessinitsbusinessgoals.
25Table2:PercentDistributionofresponsebyitemsinthefactorof"businessgoalunderstanding"NASDDUASAMeansItemsBusinessgoalclearlvunderstand(0)%(1)%(2)%(3)%(4)%(5)%00(n)(n)(n)00(n)33Peopleunderstandthegoals,objective,policies,procedures-7.
914.
555.
315.
86.
62.
987andworkrulesofthe(0)(6)(ID(42)(12)(5)organizationclearly.
39Differentunitswithinthebank-7.
917.
113.
257.
93.
93.
329worktogethertoreachacommon(0)(6)(13)(10)(44)(3)goal.
41Mostemployeesareenthusiasticaboutcontributinggreatlytothe-11.
827.
638.
218.
43.
92.
750successofthegoalsofthebank.
(0)(9)(21)(29)(14)(3)Thecomprehensionofteam-buildingconceptandtherealpractice:(Table3)Theresultsofthisstudyprovidestrongandconsistentevidencethatthemajorityofrespondentsexperiencedthedepletioninemployingteamworkconceptintherealsetting,asitshouldbe.
Mostofrespondents(42.
1%)indicatethatthereisjustoneorafewpeopleinthisbankdominatedecisionsinthisbank.
Individualslikeuppermanagers(53.
9%)wouldbethesolepersonswhomadeorinfluencedthedecisions,especiallyaboutimportantissues.
Moreover,40.
8%ofrespondentsshowstheirdisagreementinthatthisbankwouldusespecialgroupstoaddressproblemthatsometimescomeup.
Theydon'tthinkeitherthatmanagementwillencouragethemtodiscussproblemswithotherbankemployeeswhenmakingdecisionaboutsuchtopics.
Anotherexplanationforthisresultisthatanyissuesofeachbankareconsideredtobesocrucialandconfidentialthatanyemployeescouldexpose.
ExceptinsomeissuewhichtheNationalbankrequirestheagreementfromthemajorityofeverycommercialbankinThailand.
26Table3:PercentDistributionofresponsebyitemsinthefactorof"teamworkdeployment"ItemsTeam(Useofgroupefforts)NA(0)%00SD(1)%(n)D(2)%00U(3)%(n)A(4)%(n)SA(5)%00Means12Oneorafewpeopledominatedecisionsinthisbank.
1.
3(D5.
3(4)7.
9(6)15.
8(12)42.
1(32)27.
6(21)3.
75015Decisionsareusuallymadebyindividuals,notteamsofpeopleinthisbank.
1.
3(D10.
5(8)9.
2(7)21.
1(16)42.
1(32)15.
8(12)3.
39521Thisbankoftenusesspecialgroupslikeprojectteams,taskforcesandworkgroupstoaddressproblemsthatsometimescomeup.
9.
2(7)19.
7(15)40.
8(31)6.
6(5)21.
1(16)2.
6(2)2.
18429Peopleareencouragedtodiscussproblemswithotherbankemployeeswhenmakingdecisions.
11.
8(9)25.
0(19)30.
3(23)15.
8(12)10.
5(8)6.
6(5)2.
07930Thereareafewpowerfulpeopleinthisorganizationwhoalwaysinfluencedecisions.
(0)5.
3(4)5.
3(4)10.
5(8)48.
7(37)30.
3(23)3.
93432Importantdecisionsareusuallymadebyuppermanagementonly.
(0)2.
6(2)1.
3(1)5.
3(4)53.
9(41)36.
8(28)4.
211Therequisitemasteryoftheteammemberinproblemsolving:(Table4)Inmakingdecisiontosolveanyprobleminthebank,theresultsshowthatthemajorityofrespondents(19.
7%ofdisagreeand10.
5%ofstronglydisagree)don'tthinkpeopleinvolvedindecisionswouldmakesurethattheycouldidentifythe(real)rightproblem.
However,whendecisionsweremade,itwouldbeeasytogetthingdonebecausedecision-makersknowwhowouldbeinthatchargetoaskforhelpandalsothepeoplewhoworkedonsuchproblemsratherhavethecommandskills.
Nevertheless,thisfindingclearlycontradictspreviousstudiesinthatthemajorityofrespondentsrealized(23.
7%oofdisagreeand11.
8%ofstronglydisagree)thatitwouldbedifficultforthepersonswhomadedecisionaboutproblemstohaveaccesstorelevantinformationfrom27allpartsofthebank.
That'swhytheycouldnotmakesurewhethertheycouldgettheaccurateinformationaboutproblems.
(Accordingtothenondifferenceinpercentsbetweentherespondentwhosaid"agree"and"stronglyagree"(15.
8%and3.
9%)andthepersonswhosaid"disagree"and"stronglydisagree"(15.
8%and2.
6%)inthistopic.
)Table4:PercentDistributionofresponsebyitemsinthefactorof"Problemidentificationandorganization"ItemsProblemidentificationandorganizationNA(0)%00SD(1)%00D(2)%00U(3)%00A(4)%00SA(5)%00Means5Peopleinvolvedindecisionsmakesuretheyidentifythereal(right)problem.
(0)10.
5(8)19.
7(15)48.
7(37)18.
4(14)2.
6(2)2.
8956It'seasytogetthingdonebecausedecision-makersknowwhoisinchargeandwhotoaskforhelp.
(0)5.
3(4)31.
6(24)23.
7(18)34.
2(26)5.
3(4)3.
0267Peopleworkingoproblemshavetheskillsneededtosolvethem.
(0)2.
6(2)22.
4(17)34.
2(26)31.
6(24)9.
2(7)3.
22410Decision-makerhaveaccesstorelevantinformationfromallpartsofthebank(0)11.
8(9)23.
7(18)42.
1(32)21.
1(16)1.
3(D2.
76324Informationaboutproblemsisaccurate.
(0)2.
6(2)15.
8(12)61.
8(47)15.
8(12)3.
9(3)3.
02626Clearobjectivesaresetfordecisions.
(0)5.
3(4)23.
7(18)27.
6(21)40.
8(31)2.
6(2)3.
118Anadequacyofinformationbaseandthereadinessofsupportiveequipment:(Table:5)Fromthesurvey,30.
3%ofrespondentsagreethattheyhaveadequateaccesstoequipmentlikecalculators,computers,telephones,etc.
toallowthemtodogoodwork.
28Moreover,Theyseemtobesure(35.
5%ofagreement)thatsuchtheequipmentcouldhelpdecision-makinginthisbankworkreliably.
However,themajorityofrespondents(53.
9%o)expressedtheratherstrongneedsofsomefurtherphysicalresourcessuchascomputingequipment,communicationsystems,etc.
inordertosupporttheirgooddecision-making.
Table5:PercentDistributionofresponsebyitemsinthefactorof"Resourcesadequacy"ItemsResourcesAdeauacvNA(0)%00SD(1)%00D(2)%00N(3)%00A(4)%00SA(5)%00Means1Decision-makershaveadequateaccesstoequipmentlikecalculators,computers,telephones,etc.
toallowthemtodogoodwork.
1.
3(1)6.
6(5)26.
3(20)18.
4(14)30.
3(23)17.
1(13)3.
21111Theequipment(calculators,computers,tools,etc.
)usedtoaiddecision-makinginthisbankworksreliably.
(0)6.
6(5)10.
5(8)39.
5(30)35.
5(27)7.
9(6)3.
27617Thereisnotenoughphysicalresourcessuchascomputingequipment,officespace,communicationsystems,supplies,etc.
tosupportgooddecisionmaking.
(0)2.
6(2)10.
5(8)10.
5(8)53.
9(41)22.
4(17)3.
829Themanagementandtheemployeescommitment,aswellastheproducingofaclimateofmutualrespects:(Table:6)Todiscussthistopic,theleadersofmemberswouldplaytheveryimportantrole.
Thegoodleadershipofmemberswillbesignificant,asthiswillempowertheteamwork29thatwouldaffectdirectlytothecustomersatisfactionandinfluencethebusinesssuccessattheend.
Accordingtothedata,thepossibilityofthistopicappearedinthelowerlevel44.
7%ofrespondentsdisagreetosaythatmanagementinthisbankwouldencourageemployeestobeinnovativeandcreative.
Moreover,managementalsohadnowillingnesstotakesomeriskwhenhavingtomakeanydecisions(with32.
9%oftherespondents'agreement).
It'sremarkablethatnoevidenttorevealanythingabouttheirownsupervisor.
Mostofthemgavetheneutralopinion(31.
6%).
Thepercentageofthepeopleofrespondentswhosaid"agree"and"disagree"wereequally(34.
2%).
Moreover,thenegativesideofmanagementstillappearedinothertopics.
Thosewere32.
9%ofrespondentsdisagreedtosaythatqualifiedemployeeswouldbegivenfairconsiderationforadvancement.
Approximately37%ofrespondentsconcludedthatmanagementlackedofwillingnesstolistentotheemployeeproblemsorcomplaints.
They(25%ofrespondents)alsoemphasizedthattopmanagementwasnotgenuinelyinterestedindevelopingpeopleinthebank.
However,themanagement'spositivesidecouldbefoundaswell.
Forexample,27.
6%ofrespondentsagreedthatmanagementofthisbankcouldprovidesenoughsupporttocarryoutdecisions.
Moreover,incaseofinterculturalissues,managementofthisbankwouldbeskillfulathandlingtheserelations.
30Table6:PercentDistributionofresponsebyitemsinthefactorof"leadershipofmembers"ItemsLeadershipofmembersNA(0)%00SD(1)%00D(2)%(n)U(3)%(n)A(4)%(n)SA(5)%00Means36Managementencouragesemployeestobeinnovativeandcreative.
(0)9.
2(7)44.
7(34)30.
3(23)14.
5(ID1.
3(D2.
53937Inmyteamwork,thesupervisorisaneffectivecoachandtrainer.
(0)9.
2(7)25.
0(19)31.
6(24)25.
0(19)9.
2(7)3.
00046Qualifiedemployeesaregivenfailconsiderationforadvancement.
(0)6.
6(5)32.
9(25)32.
9(25)25.
0(19)2.
6(2)2.
84247Managementareskilledathandlinginterculturalrelationsissues.
(0)7.
9(6)18.
4(14)23.
7(18)47.
4(36)2.
6(2)3.
18448Managementarewillingtolistentoemployeesproblemsorcomplaints.
1.
3(D14.
5(H)22.
4(17)40.
8(31)17.
1(13)3.
9(3)2.
69752Topmanagementisgenuinelyinterestedindevelopingpeople.
(0)13.
2(10)21.
1(16)32.
9(25)23.
7(18)9.
2(7)2.
9474Managementprovidesenoughsupporttocarryoutdecisions1.
3(D11.
8(9)23.
7(18)28.
9(22)27.
6(21)6.
6(5)2.
89527Decision-makersarewillingtotakesomerisks.
(0)14.
5(H)32.
9(25)28.
9(22)21.
1(16)2.
6(2)2.
645Inadditiontothegoodleaderwhowouldempowertheteamwork,theeffectiveteammemberismeaningful.
Mostoftherespondents(30.
3%)assumedthatamajorfocusinthisbankisonworkteamdevelopment.
They(38.
2%)understoodthattheyallhadtomakedecisionsinanyproblemsconcerningtheirworkresponsibility.
However,itseemedtothemthatthebankhadnorealintentiontoincreasetheteamworkability.
42.
1%)thoughttheydidnothavegoodopportunitiestolearnnewskillsinthisbank.
Thetrainingopportunitiesforthemwouldbeconsideredonlyincasethatthatskillbecame31essentialtoimprovetheircurrentjobperformance.
Moreover,they(42.
1%)don'tthinkthattheywouldbepaidfairlycomparedwiththepayothersgetfordoingsimilarwork.
Table7:PercentDistributionofresponsebyitemsinthefactorof"Peopledevelopment"ItemsPeopledevelopment.
NA(0)%00SD(1)%00D(2)%00U(3)%00A(4)%00SA(5)%00Means34AMajorfocusinthisorganizationisonworkteamdevelopment.
(0)7.
9(6)30.
3(23)36.
8(28)18.
4(14)6.
6(5)2.
85535Peoplearepaidfairlycomparedwiththepayothersgetfordoingsimilarwork.
(0)2.
6(2)42.
1(32)34.
2(26)18.
4(14)2.
6(2)2.
76343Therearegoodopportunitiestolearnnewskillsinthisbank.
(0)10.
5(8)39.
5(30)28.
9(22)19.
7(15)1.
3(D2.
61850Peoplegetthetrainingopportunitiestheyneedtoimprovetheircurrentjobperformance.
(0)7.
9(6)25.
0(19)23.
7(18)38.
2(29)5.
3(4)3.
07951Peopleareinvolvedinmakingdecisionsthataffecttheirwork.
(0)3.
9(3)27.
6(21)26.
3(20)38.
2(29)3.
9(3)3.
105The"politics"oftheworkplaceisanothertopictoconsider:(Table:8)Thefindingindicatedthattheverystrongpoliciesofthisbankwouldbeveryimportantforeveryonetofollowup.
Mostofallrespondentsagreedthattheyhadtopassmanystepsandalsohadtospendmuchtimebeforeanythingcouldbedone.
This"redtape"occurredbecauseofhavingtoomanyprocedurescontrollingdecisions.
Yet,anychangedtoincreasetheabilityofworkperformancewouldberarebecausetheywouldcostthebanktoomuch.
32Table8:PercentDistributionofresponsebyitemsinthefactorof"Politics"ItemsPoliticsNA(0)%00SD(1)%00D(2)%00U(3)%00A(4)%00SA(5)%00Means8Thereisalotof"redtape"togothroughbeforeanythingcanbeaccomplished.
(0)3.
9(3)27.
6(21)5.
3(4)38.
2(29)6.
6(19)3.
52618Therearetoomanypoliciesandprocedurescontrollingdecisions.
(0)(0)5.
3(4)19.
7(15)46.
1(35)28.
9(22)3.
98720Changesareusuallyopposedinthisbankbecausetheycosttoomuch.
(0)3.
9(3)7.
9(6)14.
5(ID38.
2(29)35.
5(27)3.
93425Thereisalotof"politics"(politicsactivity)whendecisionsaremade.
19.
7(15)13.
2(10)30.
3(23)26.
3(20)5.
3(4)5.
3(4)2.
000Regardingtothemotivationinformofrewardsorappraisalforteamperformance(Table:9)Theunexpectedfindingappearedthatmostofrespondentshadonlynegativeresponseforthistopic.
Theyfailedtoagreethatthisbankwouldhavegoodwaystomeasuretheworkperformanceofitsmembers.
Therewardsystemhadneveroccurredinthisbankforanyonewhoofferedgoodideas,orevenbenefitedthememberswhomadegooddecisionsinworkingwiththebank'sproblems.
33Table9:PercentDistributionofresponsebyitemsinthefactorof"Rewardforgooddecision"ItemsRewardforgooddecisionNA(0)%(n)SD(1)%(n)D(2)%(n)N(3)%00A(4)%(n)SA(5)%00Means2Peoplewhooffergoodideasarefairlyrewarded.
(0)14.
5(11)34.
2(26)30.
3(23)11.
8(9)9.
2(7)2.
6719Peoplewhomakegooddecisionsreceivetherewardstheydeserve.
1.
3(D9.
2(7)36.
8(28)26.
3(20)21.
1(16)5.
3(4)2.
72413Thisbankhasgoodwaystomeasuretheperformanceofitsmembers.
(0)22.
4(17)35.
5(27)26.
3(20)10.
5(8)5.
3(4)2.
40816Therewardsystemisdesignedtobenefitmemberswhosolvethebank'sproblems.
3.
9(3)7.
9(6)36.
8(28)34.
2(26)14.
5(ID2.
6(2)2.
55322Adequaterewardsareprovidedtoencourageemployeestooffernewideas.
1.
3(D25.
0(19)40.
8(31)19.
7(15)10.
5(8)2.
6(2)2.
211Moreover,sometopics,concerningpsychologicalsidehavealsoinfluencedtheteamworkeffectiveness,asthefollowings:Culturalissues:Thedatashows28.
9%ofrespondentsseemsnottoagreethatemployeesofallcultureswouldbewelcomesincerelytoworkinthisbank.
However,itmightbethenoticeableabilityofmanagementtobeabletohandleabouttherelationbetweeninterculturalissues;thataremostlybetweentheJapanesemanagersandthemajorityThaiemployees.
48.
7%showsthehighpercentageofrespondentswhoagreedthatthisbankhadseldomincidentsofinterculturalmisunderstandings.
(Table:10)34Table10:PercentDistributionofresponsebyitemsinthefactorof"Cultureissue'ItemsCultureissueNA(0)%(n)SD(1)%(n)D(2)%(n)N(3)%(n)A(4)%(n)SA(5)%00Means38Employeesofallculturesaremadetofeelwelcome.
(0)14.
5(11)28.
9(22)25.
0(19)25.
0(19)6.
6(5)2.
80345Thereareseldomincidentsofinterculturalmisunderstandings.
(0)5.
3(4)13.
2(10)27.
6(21)48.
7(37)5.
3(4)3.
355Attitudeintheworkplace:Althoughmajorpercentofrespondentsshowed25%ofagreementfortheemployeebenefitplan,whichmeetstheirneeds,theyrejectedthattheywererewardedinproportiontotheirjobperformance,whencomparingtothesamejobinotherbanks.
Thisoutcomecouldbeexplainedasthisbecauseofthediscrepancybetweenthebank'spoliciesanditsrealdeploymentfortheJapaneseemployeesversustheThaiemployees.
(Table:11)Table11:PercentDistributionofresponsebyitemsinthefactorof"Attitudeinworkplace"NASDDNASAMeans(0)(1)(2)(3)(4)(5)ItemsAttitudeinworkplace00000000000040Theemployeebenefitplanmeetstheirneeds.
-5.
313.
255.
325.
01.
33.
039(0)(4)(10)(42)(19)(1)49Inthisbank,peoplearerewardedinproportiontotheirjob-10.
540.
831.
615.
81.
32.
566performance.
(0)(8)(31)(24)(12)0)35Pressureofworkingenvironmentisalsoanothercriteriaofthebusinesssuccess:Themoretheemployeesbecomestressful,theworsetheworkperformancecanappear.
Littleevidencewasfoundinthisstudyindicatingthattheworkenvironmentfailedtomotivateemployeestoperformattheirbestwith28.
9%inthedegreeofdisagreement.
Moreover,mostofrespondents(44.
7%)disagreedtothinkthattheemployeesofthisbankfeltfreetospeakupandsaywhattheythink.
They(38.
2%ofstronglydisagreement)moreemphasizedthattheycouldfeelfreetodisagreeespeciallywithmanagementlevel.
(Table:12)Table12:PercentDistributionofresponsebyitemsinthefactorof"Pressureofworkingenvironment"ItemsPressureofworkingenvironmentNA(0)%00SD(1)%00D(2)%00N(3)%00A(4)%00SA(5)%00Means42Theworkenvironmentmotivatesemployeestoperformattheirbest.
(0)11.
8(9)28.
9(22)43.
4(33)11.
8(9)3.
9(3)2.
67144Peoplearefreetospeakupandsaywhattheythink.
1.
3d)21.
1(16)44.
7(34)22.
4(17)9.
2(7)1.
3(1)2.
211Theabovetablehasshowedoverallpercentageandnumberofrespondentswhogavesuchthementionedaboveideasofhowthisbankempowerteamworkwithgeneralconceptofgoodteamworkforthesuccessofitsbusiness.
36ForthebusinesssuccessbymeansofJapanesecorporateculture,whichconcentrateson:Education:Accordingtotheinterviewoftheemployees,fromtheirownperspective,themanagementofthisbankaswellseemsliketorecruitthepersonsofhigheducationfirst.
Duringtheinterviewprocessofthenewapplicants,Japanesemanagersfromcertaindepartmentsofthebankwillcometotakeparttointerviewsuchtheapplicantsbythemselves.
It'sremarkablethatthestaffmemberwhohavehigheducation,atleastfromthemasterdegree(forthecurrenttime)willbechosentoworkmostlywiththeJapanesemanagers.
Inthemanagementsight,theybelievethatthehighereducatedpersonswillhavebetternotion,broaderpointofviewsinlookingproblems,andcanhandleproblems,wisely,carefullyandcircumspectly.
Theseemployeeswouldbegroupedintheadministrativelevel,andtheydon'thavetospendmuchphysicalenergy,butintellectualexertion.
Moreover,thesestaffswillbeconsideredforthehigherposition,andhighersalaryquickerandmuchmorethanthestaffsfromtheoperationallevel.
ThedepartmentsofthisremarkcompriseofBusinessPromotionDepartment(CreditDepartment),TreasuryDepartment,LoanDepartment.
Ontheotherhand;thestaffmemberoflowereducationwillbechosentoworkwiththeThaimanagersintheoperationalline;thoseareExport-importDepartment,RemittanceDepartment,AccountingDepartment,etc.
Moreover,thisbankstillencouragestheemployeestogainmoreknowledgethatwillallowthemhavingotherskills.
Accordingtothebankpolicies,theemployeescanaskforextrasumforeducationalcostwhentheywouldliketostudyEnglish,or37computer,forexamples,afterofficehours.
However,it'sstillhardfortheemployeeswhowouldliketohaveoutgoingforclassofgraduatelevel.
Thebankseemsnottoallowthemleavetheirjobbeforetime,exceptsometheywillaskforpermissionfromtheirowndepartmentmanagerinperson.
Withthiscircumstance,itisunquestionablewhytheemployeesinthiscasewouldhavemanytendenciestoquitthejobsoon.
Whenthemanagementhavepreferenceinthestaffofwelleducationbutseemnottogivethemthechancetogaintherequiredknowledgeoftheirchoice,howcantheystandtobewiththebankforlongtime.
Thisisonereasonthatcausesthehighturnoverofthestaffinthisbank.
FortheworkethicinJapanesestyle,theyfocusonthecapabilityofthestaffthroughthedevelopmentoftheirskillsandundertheiruniquestyleofgovernment.
Inadditiontothewelleducation,thestaffofthisbankwillusuallyhavechancetoStrengthentheirworkingskill.
Thispolicyofthisbankwillhelpmaintainthestaffcompetencyingivingservicetothebankcustomers.
Insomeeveningoftheweek,therewillbethetrainingprogramforthestaffsindifferentdepartmentstoacquire.
Thisprogramismandatoryandcannotbeavoided.
Thedepartmentmanagerwillalsoattendthatprogram,inordertoevaluatehisorherownstaffmembers.
Insomecase,thenewstaffinsomeimportantdepartmentswillbesenttoattendthetrainingprogramofeverydepartment,otherthantheprogramoftheirowndepartment.
Thisstaffwillbeabletoknowoverallworkresponsibilityofotherdepartmentsandthatknowledgewillenablethemtobetterworkwhendealingwithotherdepartmentstosolvesomeproblemsthatcomeup.
Moreover,thenewstaffswillbesenttoworkwiththedifferentdepartmentsforaperiodoftimebeforesettlingintheiractualposition.
Themanagementbelievesthat38thisjobrotationwillallowthemtohavebroaderknowledge,skills,accordingtonon-specializedcareerpathsmodel.
Thisprinciplealsohelpsthebanksolvingtheproblemoflackingtemporarilypersonsofsomepositiontocompletesometransactionsforcustomers.
Thisrotationofjobiscurrentlypracticeforthenewstaffs.
However,inthenearfuture,thebankmanagementhopestoapplythispolicytoeverystaffandtoeverypositionofthebank.
Conceptually,theincreasedskillsofjobrotationwillhelpincreasingproductivitywithlessorthesameamountofemployees.
However,practically,whatthebankencounterrightnowisthatthisrotationofjobwouldprovokethesluggishtransaction.
Amanagerrotatingtoworkwiththenewstaffmemberhastobeginlearningnewthings,followsuptheoccurringproblemsfromthepreviousmanager.
Forthestaffmemberrotatingtonewdepartment,theytaketimetolearnnewthingsfromtheotherstaffmemberjustforworkingtemporarilyandshortlyinsuchdepartment.
Thislearningwilldiscouragethestaffsthemselves.
AtlasttheywillnothaveintentiontodogoodworkwithanydepartmentForthespecificstrategyofteamworkempowerment,thisbankstillwellmaintainstheuniqueofJapaneseculture.
Theseniorstaffsofthebankexpresstheirpreferenceforworkingwiththisbankthattheyaresatisfiedforthewelfaretheygainfromthisbank.
Themoretheyworkwiththebankthemoretheygetmorebenefit;informofbetterposition,betteradditionalallowance,annualbonus.
Thisbankalsoholdsstronglytheseniorsystem.
Thestaffoflongerworkingagewillbepromotedforhigherpositionbeforethestaffoflessworkingage,exceptthatthejuniorstaffwillhavemuchoutstandingcompetence.
However,when39longtimeworkingismorebeneficialthanshorttermworking,theunexpectedproblemoccurred.
Thestaffofsmallage,whichisthemajorityofthebank,willnotworkwiththebankforthelongtimebecausetheslowevaluationandpromotion.
Whentheythinktheyhaveenoughworkingexperienceforthisbank,theywillleavetoworkforthenewplacewheretheycangetmorebenefitforthejobofthesamelevel.
Thissituationwilltroublethebanktoinvestthemoneyendlesslytorecruitnewstaffstoreplacethelostlaborandalsowastethetimeoftraining.
MoreoveraccordingtoJapanesestyleofgovernment,likeinthisbank,thestaffmemberwillhavesecuritywiththelifetimeemploymentpolicy.
ThatalsowouldbeonereasonwhythemostJapanesecompanywillnotrecruitoverworker.
Likewise,thisbankwillhavetheratioofemployeewillnotinaccordancewiththeworkload.
Inthetimewhenhavingmuchworktodosuchasattheendofclosingbalancesheet,thestaffmemberratherhavetoworkveryhardtofinishabigbunchofjob.
However,intheperiodofeconomiccrisis,thestaffwillnotbeworryaboutgettingpaidtoquitthejobbeforeretirementtime.
Thelastcharacteristicsthestaffmemberofthisbankcantouchisaboutthegroup-orientedculture.
Toworkinthisbank,teamworkistheimportantpathofthebusinesssuccess.
Thestaffmemberneedstobearthegroupedresponsibilities.
Thebadorgoodbusinessoutcomederivedfromoneindividualwillbeconsideredtobetheresponsibilityofthewholedepartment.
Asthewholeworkinggroup,thebankwillevaluateandpraisethenameofthedepartmentwhethertheywilldogoodorbadjob.
Inprinciple,thisbanktrythebestwaytoemphasizetheimportanceofworkingasagroup,however,whenseeingofhowthebanklettheteammemberfordecision40making,mostofthestaffsknowwellthatthisbankcannotdowellinthisissue.
Thestaffmembers,whengivingservicetothecustomer,willhaveauthoritytodecideworkingprocessinacertainlevel.
However,fortheimportantissue,thestaffshavetowaitforthedecisionfromthedepartmentmanagerwhowillhavetolistentothepermissionoftheJapanesestaffoftheupperlevel.
Fromthementionedstatement,thebankhasexperiencedmanyproblemscomprisedwithmanycausesvariable.
However,inorderforthebanktorecoverfromthesustainedsituation,thebestwayistofindthemostconcernedproblemareastohavethemfixed.
TheresearcherhasmanipulateswithSPSSprogramandfoundthetopfiveproblemareas,asshowedinthenextpart.
RankingofthefiveproblemareasAccordingtoanalysisfromSPSSprogram,thetable2providestherankingoffiveproblemsareaofthebankfromtheOverall76respondent'sperceptionasthefollowings.
Thefirstconcernedproblemareaiscomputersystem,showingthemeanof2.
184.
Thesecondhighestconcernisaboutadequatetrainingtodothejob,withthemeansof2.
132,followedbythebankpoliciesorstrategies,andmotivationtodojobbetter,withthemeansof2.
105and1.
671,inorder.
Thelastconcernedproblemareaisgoodknowledgeinjoboftheemployeeswiththemeanof1.
48741Table13:RankingoffiveProblemareasbyoverallrespondentsVariableOverallRespondentsMeanRankComputerSystem.
2.
1841AdequateTrainingtodothejob.
2.
1322BankPoliciesorStrategies2.
1053Motivationtodojobbetter.
1.
6714GoodKnowledgeinJob.
1.
4875However,whenconsideringtheproblemareasbymeansofsex,theresultappearedratherdifferent,betweenmalerespondentsandfemalerespondent.
Table14:RankingoffiveProblemareasbysexofrespondentsVariableFemaleMaleMeanRankMeanRankComputerSystem2.
37011.
7274AdequateTrainingtodothejob2.
16722.
0452BankPoliciesorStrategies1.
92632.
5451Motivationtodojobbetter1.
59341.
8643GoodKnowledgeinjob1.
5934Equipmenttocompletethejob1.
3525FinanceandBudgeting1.
6365Table14displayedthattherewereslightlydifferencebetweenmalerespondents(22samples)andfemalerespondents(54samples)inlookingatthebank'sproblemareas.
Formalerespondents,themostconcernedproblemthebankshouldtakeintoconsiderationfirstbecamethebankpoliciesorstrategies,withthemeanof2.
545.
Thesecondconcernedproblemareaforthemwasadequatetrainingtodothejob,thesame42problemareaasthatofthefemale,withthemeanof2.
045lessthanthemeanofthefemaleside0.
122.
Thethirdproblemareaformalewasmotivationtodojobbetter,withthemeanof1.
864,whilethisissuewasthefourthproblemareaforthefemalesight.
Thefourthconcernedproblemareaformalewascomputersystem,withthemeanof1.
727,whilethisissueisfirstproblemareaforfemale,withthemeanof2.
370.
Finally,thelastconcernedproblemareaformaledisplayedthemeanof1.
636,concerningfinanceandbudgeting,theissuethatthefemalerespondentshadneverconsideredtobeinthetopfiveproblemareas.
Itisremarkablethattherankingoftopfiveproblemareasforfemalegroupshowednodifferencesfromtherankingmadefromoverallrespondents.
Thissamerankingoccurredperhapsbecausethemajorityofrespondentswerefemale.
Theratiowhichwassodifferentbetweenfemalesandmales(54:22)or(71.
1%:28.
9%)madetheoverallresulttodependonthemajoritygroup;thefemalerespondents.
Fortheoverallproblemareasofthebank,therankingwillbeshowedinTable16Table15Comparisonoffactormeansbetweenfemale(1)andmale(2)inrankingproblemareas.
FactorsVSSample(N)SizeMeanT-valuedfp-valuePersonnel1VS254220.
5000.
1821.
6873.
530.
096**significantatthe0.
10level**significantatthe0.
05level***significantatthe0.
01level43Betweenfemale(1)andmale(2),onesignificancewasdetectedintherankingproblemareas;theeleventhconcernedproblem-inHumanResource(Personnel),thep-valuewas0.
096(t-valueof1.
68),showingsignificantat0.
10level.
Thisproblemisthesoleproblemarea,outoftwelveproblemareas,thatdisplayedthesignificancebetweentwosexes.
44ChapterIVConclusionandRecommendationsThefactormeansasaresultoftheanalysisenabletheresearchertorecognizevariouselementsthatmayleadtothehighrateofemployeeturnoverinthisJapaneseBank.
Asmentioninthepreviouschapters,theteamworkempowermentbecomesthecrucialpracticeforanysuccessfulbusinessofthecurrenttime.
Especially,fortheJapanesecompanies,theyhavealsotheiruniquecorporateculturethatmorestrengthentheirteamworkfortheoutstandingbusinessaccomplishment.
However,thefindingshowsthatthisJapaneseBankevenestablishestheteamworkempowermentstrategieswiththeirstaffmember,somedeficiencystillgoalltheway.
Thehypothesis,whichclaimed"Thedefectcausingtheundesirableoutcomeofthebankwasresultedfromthelackofgoodunderstandinginteamworkconceptanditsactualdeployment",cannotberejectedasshownintable2andtable3.
Attheoutset,thestaffmembersdon'tcatchonthenotionofworkingasateam.
Althoughthey,forsomeextend,comprehendthatworkinginteamcanheightenthetotalqualityofworkingprocess,theywerenotshapedupwithitandthus,hardtogetusedtothisapproach.
Thentheycannotdowellorevenappreciatetoworkwithothersintheirownteamorwithotherteamstoreachthecommongoalsofthebank.
Yet,thestaff45memberofthisbankarenotinformedclearlyabouttheobjective,proceduresandworkrulesoftheirorganizationtogetstarttheirowndutiesinthecorrectway.
-"Themandatoryexpertiseoftheteammemberisanother.
Lackingofsuchfacultyhaveweakenedtheabilityinproblemsolving.
Thishypothesiscannotberejectedeither,accordingtotable4.
Accordingtotheinterviews,manystaffmembersofthisbankhavenodirectknowledgetoworkforsomeparticulardepartment.
Theycanfunctioneachtransactionbylearningfromtheroutinejob.
Inthismanner,whentheproblemcomesup,theycannotmakegooddecision.
Theyarenotevensurewhetherornottheycanidentifytherightproblem.
Thebestwayforthemistorelyontheotherfactorssuchasaskingthedirectionfromtheuppermanager,thewaythatwillslowdowntheserviceprocessforthecustomer.
Moreover,thehypothesiswhichclaimed"thedeficiencyinTechnologysupportgoingalongwiththeemployeeskillstohandleit"cannotberejectedasshownintable5Thereadinessofsupportiveequipmentisabsolutelyimportanttodothegoodjob.
Thestaffmemberofthisbankfoundthattheycouldnotdothebestjobbecausethephysicalresourcessuchascomputers,computingequipment,aswellascommunicationsystemsoftheirworkplacearenotenough,especiallyduringthebusytimeattheendofeachmonth.
Thisdefaultaffectstothequicknessandreliabilityoftheservice.
46-Theproblemsexistalsointheworkingprocess.
Thehypothesis,whichclaimedthefailureingivingauthorizationindecisionmakingcoherenttothestaffresponsibility,wasaccepted.
Toexplainthis,leadershipofmembersplayedtheveryimportantrole.
Accordingtotable6,7and8,theresultsshowedthatmanystepshadtobedone,approvedbymanypersonsbeforeonetransactionwillbecompleted.
Thisdependsonhowmuchthemanagerofsuchdepartmentwillallowtheteammemberstodeterminewiththeirownjudgement,forthenotmuchimportantcaseonly.
Anotherhypothesisclaimingthatthefailureinthepartofincentiveandpromotionsatisfactioncannotbeeitherrejectedasshownintable9.
Inthispoint,thestaffmemberinsomeimportantdepartmentssuchastheLoanDepartment,theBusinesspromotionDepartment,andTreasuryDepartment,whichtakepartinmakingthegreatprofitforthisbankwillbepromotedandsenttolearnmorewhateverthatsupporttheirjob.
However,thestaffintheothersoflittleimportancewillbeletbehind.
Theywillbetaughttohaveonlysomenecessaryskillstocompleteeachtransactionandrarelygetrewardorpromotiontodogoodjob.
Thisprejudicewillbeaggravatedmorebythepunishmentinformoftheticketingofwarningwhenthemistakewasoccurred.
Thenon-supportinrisktakinghasnoteitherallowedthemtobeinnovativeandtheycannotfeelfreetospeakupordisagreetothemanagement.
Atthispoint,themutualrespectforthememberstothemanagershasbeendestroyedandthequalityofteamworkbecamepoor.
47Allofabovefailedpointshadprovokedthepressureofworkingenvironment,asclaimedinanotherhypothesis.
Thishascreatedthebadattitudeofthestaffmembernottobehappyorenthusiastictodotheirgoodjob(asshownintable11andtable12).
Atlast,thebadresultwillbeatthebank.
Thedissatisfactorystaffhasinclinationtogivethemalservicetothecustomerandmaynotbewiththisbankforlong.
Thiswillbethegreatlossforthebank.
Thegoodemployeesmovetothebank'scompetitorsandthecustomermovetousetheserviceofotherbanks.
RecommendationsThisJapaneseBankshoulddevelopaservicerecoverprogram.
Theyshouldtakeintoconsiderationthetopfiveproblemareastoberectifiedforthefirststep.
Table13showstherankingofproblemareasbyoverallrespondents.
ThoseareComputersystem,Adequatetrainingtodothejob,Bankpoliciesorstrategies,andGoodknowledgeinjob.
Asmentioned,itishardfortheemployeesofthebanktoaskforsomechangeifsuchchangewillbecostlytothebank'sexpenditure.
Howeversincethereadinessofsomeequipmentlikecomputerissoimportantforalmosteverytransaction,thebankshouldhavesomebudgetstoupgradeormaintainsuchmachine.
Otherwise,thebankshouldbuythenewonestoreplacetheoutofdateorveryoldmachine.
Inaddition,intimeofhavingnewtechnologytomakeitmoreeffectivetoprocessthetransaction,thebankshouldsupportatthispointandsendthestaffmemberintheconcerneddutytobetrainedatalltime.
Althoughthecosttoadjustandimprovethemoreproductiveand48effectiveworkofthestaffsseemstobeveryhuge,however,theprofitsthatthebankwillgainafterthisplanandimplementationwillimmenseandinestimable.
Inpartofthebankpoliciesandstrategies,themanagementshouldcreatetheframeworkofunderstandingthroughavision,mission,annualgoals,strategiesandplans.
Theorganizationchartshouldbeimprovedtoincreasetheadroitnessingivingtheserviceprocesswhilereducingthe"red-tape"transaction.
Inthatway,thecustomerwillgetthefullscaleofsatisfactionfromtheserviceproviders.
Tomotivatethestaffmembertodogoodjob,thebankshouldgiveimportancemoretotheincentivesysteminformofrewardandappraisal.
Moreover,recognitionshouldbegivenastargetachievedandsuccessneedstobe"celebrated".
Forthelackofgoodknowledgeinjob,educationandtrainingwillbeimportantformthemanagementpoint.
Thebankshouldperformeddailyeducationandtrainingfocusedonself-developmentandonthejobtraining.
Atthesametime,parallelprofessionaleducationclassesrelatedtowork,andeducationtodevelopindividualcapabilitiesshouldbeheld.
Inadditiontothosefiveproblemareastoberecovered,theotherimprovementshouldbesettledinthepartoftheleadershipoftheteammember.
Themanagersofthisbankshouldreinforcethesharingknowledgewithinandbetweenteamwork.
Thepracticeshouldbesetfromthetoplevelwithopenandhonestcommunicationandamongablamefreeculture.
Instead,themistakeshouldbecommunicatedtoalloweveryonetolearnforthesakeofthefutureimprovement.
However,wheninformationfromallpartisavailableandcommunicatedtoallteammembers,theteamswillbeabletomaketheappropriatedecisions.
Also,inordertoreleasethestressorpressureinprocessingalotoftransaction,49themanagementshouldnotovercontrolthestaffs.
Ifitisnotthesoseriousproblem,thestaffsshouldhavefullauthoritytohandlethecustomer'sproblem.
Moreover,itwillbethegoodpolicyifthebanksettlesomeperiodoftimeduringthedayforeverystafftorelax:doingsomelightactivitiesorhavingtheexercisetogether,forexample.
Whenthecustomerloyaltyistheveryimportantfactorforthesuccessofthebank,thepersonsofauthorityinthisbankshouldnotneglecttoreviseanyfailurepointtobedistinguishedfromothercompetitors.
Finally,the"Word-of-mouthadvertiwillhelpdrawingthenewgroupofcustomerstowalkinandusethisbankserviceforthelongrun.
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52AppendixAQuestionnaireTeamworkEmpowermentSurvey53MeasurementofTeamworkEmpowerment(HowJapan'sCorporateCultureImpactsonTheBank'sEconomicSuccess.
)NoteToParticipant:Participationinthisstudyisvoluntary.
WewouldappreciateyouransweringthisquestionnairetohelpParichatKamolratanameethergraduationrequirementfromRochesterInstituteofTechnology.
Allspecificinformationcollectedinthissurveywillbeseenonlybytheresearcher,ParichatKamolratana.
Thissurveyisapartofthemaster'sprojectofParichatKamolratanafromRochesterInstituteofTechnology,Rochester,NY.
,USA.
Mostquestionsareappliedfromthequestionnairesof"MeasurementoftheTeamDecisionMakingEnvironment"conductedby:EdwardStockham,Ph.
D.
Food,HotelandTravelManagementRochesterInstituteofTechnologyPartiPleasewritethedescriptionofyourworkresponsibilityinthisbankintheboxbelow:PartIIBeforeansweringthequestionsonthissurvey(PartII),pleasethinkaboutyourrecentworkenvironment.
Pleasereadthefollowingstatements,keepinginmindyourexperiencesworkingatthisbank.
Thendecidetowhatextendyouagreeordisagreewitheachstatement.
Placeacross(x)ononescalewhichmostnearlyrepresentsyourview.
Answerallquestions.
NA=notapplicable;SD=stronglydisagree;D=disagree;U=uncertain;A=agree;SA=stronglydisagree.
1.
Decision-makershaveadequateaccesstoequipmentlikecalculators,computers,telephone,etc.
toallowthemtodogoodwork.
NASDDUASA2.
Peoplewhooffergoodideasarefairlyrewarded.
NASDDUASA3.
Decision-makerswanttoheardifferentpointsofview.
NASDDuASA4.
Managementprovidesenoughsupporttocarryoutdecisions.
NASDDuASA5.
Peopleinvolvedindecisionsmakesuretheyidentifythereal(right)problem.
NASDDuASA6.
Itiseasytogetthingsdonebecausedecision-makersknowwhoisinchargeandwhotoaskforhelp.
NASDDuASA7.
Peopleworkingonproblemshavetheskillsneededtosolvethem.
NASDDuASA54PartII:(continued)NA=notapplicable;SD=stronglydisagree;D=disagree;U=uncertain;A=agree;SA=stronglyagree.
8.
Thereisalotof"redtape"togothroughbeforeanythingcanbeaccomplished.
NASDDUASA9.
Peoplewhomakegooddecisionsreceivetherewardstheydeserve.
NASDDUASA10.
Decision-makershaveaccesstorelevantinformationfromallpartsofthebank.
NASDDuASA11.
Theequipment(calculators,computers,tools,etc.
)usedtoaiddecision-makinginthisbankworksreliably.
NASDDuASA12.
OneorafewpeopledominatedecisionsinthisbankNASDDuASA13.
Thisbankhasgoodwaystomeasuretheperformanceofitsmembers.
NASDDuASA14.
Decision-makersappreciateandtakeadvantageofeachothers'differences,strengths,anduniquecapabilities.
NASDDuASA15.
Decisionsareusuallymadebyindividuals,notteamsofpeopleinthisbank.
NASDDuASA16.
Therewardsystemisdesignedtobenefitmemberswhosolvethebank'sproblems.
NASDDuASA17.
Therearenotenoughphysicalresourcessuchascomputingequipment,officespace,communicationsystems,supplies,etc.
tosupportgooddecision-making.
NASDDuASA18.
Therearetoomanypoliciesandprocedurescontrollingdecisions.
NASDDuASA19.
Employeesareencouragedtotrynewideasinthisbank.
NASDDuASA20.
Changesareusuallyopposedinthisbankbecausetheycosttoomuch.
NASDDuASA21.
Thisbankoftenusesspecialgroupslikeprojectteams,taskforcesandworkgroupstoaddressproblemsthatsometimescomeup.
NASDDuASA22.
Adequaterewardsareprovidedtoencourageemployeestooffernewideas.
NASDDuASA23.
Informationaboutaproblemisobtainedfrommanydifferentsources.
NASDDuASA24.
Informationaboutproblemsisaccurate.
NASDDuASA25.
Thereisalotof"politics"(politicalactivity)whendecisionsaremade.
NASDDuASA26.
Clearobjectivesaresetfordecisions.
NASDDuASA27.
Decision-makersarewillingtotakesomerisks.
NASDDuASA28.
Associatesfeelfreetodisagreewithmanagement.
NASDDuASA29.
Peopleareencouragedtodiscussproblemswithotherbankemployeeswhenmakingdecisions.
NASDDuASA30.
Thereareafewpowerfulpeopleinthisorganizationwhoalwaysinfluencedecisions.
NASDDuASA55PartII:(continued)NA=notapplicable;SD=stronglydisagree;D=disagree;U=uncertain;A=agree;SA=stronglydisagree.
31.
Manypossiblesolutionstoproblemsaregeneratedandconsidered.
NASDDUASA32.
Importantdecisionsareusuallymadebyuppermanagementonly.
NASDDUASA33.
Peopleunderstandthegoals,objective,policies,proceduresandworkrulesoftheorganizationclearly.
NASDDuASA34.
Amajorfocusinthisorganizationisonworkteamdevelopment.
NASDDuASA35.
Peoplearepaidfairlycomparedwiththepayothersgetfordoingsimilarwork.
NASDDuASA36.
Managementencouragesemployeestobeinnovativeandcreative.
NASDDuASA37.
Inmyteamwork,thesupervisorisaneffectivecoachandtrainer.
NASDDuASA38.
Employeesofallculturesaremadetofeelwelcome.
NASDDuASA39.
Differentunitswithinthebankworktogethertoreachacommongoal.
NASDDuASA40.
Theemployeebenefitplanmeetstheirneeds.
NASDDuASA41.
Mostemployeesareenthusiasticaboutcontributinggreatlytothesuccessofthegoalsofthebank.
NASDDuASA42.
Theworkenvironmentmotivatesemployeestoperformattheirbest.
NASDDuASA43.
Therearegoodopportunitiestolearnnewskillsinthisbank.
NASDDuASA44.
Peoplearefreetospeakupandsaywhattheythink.
NASDDuASA45.
Thereareseldomincidentsofinterculturalmisunderstandings.
NASDDuASA46.
Qualifiedemployeesaregivenfairconsiderationforadvancement.
NASDDuASA47.
Managementareskilledathandlinginterculturalrelationsissues.
NASDDuASA48.
Managementarewillingtolistentoemployeesproblemsorcomplaints.
NASDDuASA49.
Inthisbank,peoplearerewardedinproportiontotheirjobperformance.
NASDDuASA50.
Peoplegetthetrainingopportunitiestheyneedtoimprovetheircurrentjobperformance.
NASDDuASA51.
Peopleareinvolvedinmakingdecisionsthataffecttheirwork.
NASDDuASA52.
Topmanagementisgenuinelyinterestedindevelopingpeople.
NASDDuASA56PartIII:RatingofProblemAreas.
Basedonyourexperience,pleasechooseonlythetop5problemareasinyouroperationfromthelistbelowandrankthose5areasfrom1(mostprobablearea)to5(thefifthprobablearea).
BankPoliciesorStrategies.
HumanResources(Personnel).
FinanceandBudgeting.
CustomerComplaints.
AdequateTrainingtodothejob.
EnoughSuppliesandMaterialstodojob.
MotivationtodoJobbetter.
StaffTurnover.
ComputerSystemEquipmenttocompletethejob.
GoodKnowledgeinJob.
SafetyinWorkingPlace.
PaperWork.
PartlV:AdditionalInformationTheinformationyouprovidebelowwillbeheldinstrictestconfidenceandusedonlyfordataanalysis.
Wetrulyappreciateyourparticipationinthisassessmentofthebank'sworkplaceenvironment.
Pleasea(x)markintheitemforyourresponse.
Sex:Female()Age:Under25()26-35()NumberofYearsWorkinginBankingIndustry:0-3()NumberofYearsWorkinginthisbank:0-3()NumberofYearsWorkinginCurrentPosition:0-3()TitleofYourCurrentPositionisMale()36-45()45-55()over56()4-6()7-9()10-12()over13()4-6()7-9()10-12()over13()4-6()7-9()10-12()over13()NameofYourCurrentDepartment:WeappreciateyourparticipationinthisstudyconductedbyRochesterInstituteofTechnology,ServiceManagementPrograms.
57AppendixBDetailedTables(Table16andTable17)58Table16:RankingofAllproblemAreasofTotalRespondents.
VariableOverallFemaleMaleMeanRankMeanRankMeanRankComputerSystem2.
18412.
37011.
7274AdequateTrainingtodothejob2.
13222.
16722.
0452BankPoliciesorStrategies2.
10531.
92632.
5451Motivationtodojobbetter1.
67141.
59341.
8643GoodKnowledgeinjob1.
48751.
59341.
2277Equipmenttocompletethejob1.
32961.
35251.
2736FinanceandBudgeting1.
27671.
13061.
6365PaperWork0.
89580.
94470.
7739StaffTurnover0.
73790.
55681.
1828CustomerComplains0.
487100.
53790.
36410HumanResources(personnel)0.
408110.
500100.
18211SafetyinWorkingPlace0.
289120.
333110.
1821159Table17:Comparisonoffactormeansbetweenfemale(1)andmale(2)inrankingproblemareas.
FactorsVSSampleSize(N)MeanT-valuedfp-valueComputer1542.
370SystemVS2221.
7271.
6245.
980.
112Adequate1542.
167TrainingVS2222.
0450.
2744.
450.
785Bank1541.
926PoliciesVS2222.
545-1.
2434.
060.
225Motivation1541.
593TodojobVS2221.
864-0.
5836.
240.
564Good1541.
593KnowledgeVS2221.
2270.
7736.
930.
444Equipment1541.
352VS0.
1740.
170.
8622221.
273Finance1541.
130VS-1.
1137.
100.
2762221.
636Paper1540.
944WorkVS2220.
7730.
4037.
970.
692Staff1540.
556TurnoverVS2221.
182-1.
4630.
980.
154Customer1540.
537ComplaintsVS2220.
3640.
6148.
030.
546Personnel1540.
500VS1.
6873.
530.
096*2220.
182Safetyin1540.
333workplaceVS2220.
1820.
6255.
070.
540*significantatthe0.
10level**significantatthe0.
05level***significantatthe0.
01level60