Intercultural Business Pilot Study for the Mazda Corporation Germany Summary

Conflicts in Working Relations

By Dr. Celeste Fabrie

Intercultural communications

Appendix A

INFORMED CONSENT AGREEMENT

Agreement to participate in a study on: Intercultural Communications in an International Working Environment and its effects on Interpersonal Relations

Important Information and Instructions for the Participant : This is a very important study which is being administered by Psychologist Dr. Celeste-Fabrie of the Institute for International Organisational Studies in Butzbach. Once you have agreed to partake in this research, you will be requested to complete a questionnaire to test for various working communication patterns. The reason for this study is to improve future personnel relations, as well as to highlight any problem areas that may exist in the organisational environment. This study will benefit most staff who are presently experiencing any bias treatment, or who have problems with intercultural communications and interpersonal relations. All questionnaires and comments will be handled confidentially by myself, and personnel attached to the Institute. Each participant is kindly requested to sign their name in the space provided before participating in this study. After completion of the study, you will be debriefed about the results and any questions that you may have. Participation in this research is of a voluntary basis and nobody will be pressurised against his/her will to participate. Should you have any questions pertaining to this study or its results, you are most welcome to contact me. (each participant will be given my personal contact details where they can reach me.)

Thank you for your participation.

Once you agree to the above, please sign the following statement that you voluntary consent to participate in this study:

I, . after having read the above information and been informed in detail about the study, agree to participate in this research project. I am also aware that my privacy and anonymity will at all times be respected.

Signature: .....

Date: ......

Personnel Evaluation
( Categories )

Communication

a Language b Culture c Interpersonal a Solidarity b Individualism c Product knowledge a Work environment b Private c Social a Sex b Age c Status a Ambition b Challenge c Reward a Talent b Creativity c Leadership Potential

Team-Competence

Stress

Discrimination

Motivation

Soft skills

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Method

Participants Mazda employees from different departments; management, testing, administration and design served as subjects in this study. The sample of 38 subjects consisted of both men and women. The breakdown was as follows: Out of an original number of 74 employees, 3 had resigned, others were on leave, sick or on external business trips. The remaining number of 38 proved also that more than 50% responded to the study. European Men : 15 12 Japanese Men : 09

European Women :

Japanese Women : 02

The average age of the participants ranged from middle twenties to the middle forties. All the materials (questionnaire forms) and letters of consent were handed out by a responsible person employed in administration. The respondents were also adequately informed

in writing as well as verbally regarding the importance of this study and their voluntary participation under ethical considerations. In other words, their responses were handled on an anonymous basis reducing the possibility of any social desirability bias.

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Materials A questionnaire with 90 questions based on quantitative procedures was designed to test respondents multicultural attitudes towards themselves, and others. For personnel evaluation, the final processing of results were divided into 6 main categories, each with their own 3 sub-categories attached. An uncomplicated coloured group coding system was used. Design and Procedure The layout of the questionnaire was deliberately designed in an unsystematic sequence, and not in separate groupings according to the different variables being tested. The reason for this mixed design was to prevent a mechanical or stereotype answering response. The sequence of questions as well as the standard of English were also a means of testing the frustration levels, including language abilities of staff. For instance, their performance on cognitive tasks; involving concentration, tolerance, temperament levels and language comprehension. Discriminatory factors were excluded on the forms, such as gender, age and job title to protect employees identity and any responses that might incriminate against him or her. Furthermore, the design of the form was instrumental in detecting purposely wrong and misleading answers.

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The Evaluation procedure involved 3 steps: 1) Answers were categorised on a 5 point semantic differential scale from yes/always to not applicable. 2) The response scores were assigned numbers to the rating between 4 and 4. 3) The final scores were then transformed into the respective ratings from critical to excellent.

Results The overall findings are given in Part 2, which reveals an external validity. The results (in total percentage and numbers) are interpreted

on a merit basis starting from a positive position leading down to a a negative rating. +% 1) Team-Competence 2) Stress 3) Communication 4) Discrimination 5) Soft skills 6) Motivation 72 67 64 60 54 50 -% 28 33 36 40 46 50 + No. 411 383 366 332 305 284 No. 159 187 204 230 262 286

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The above results are by no means an indication that just because Team Competence occupies a priority position that most people in the company share the same team spirit or group solidarity. We have to consider the entire global picture by taking into consideration individual scores to get a meaningful interpretation of the analyses. The overall data can be viewed in Part 2. Discussion The results highlighted certain important traits in the organisation, namely that English is not understood on a sophisticated level, judging by some of the comments and answers to some of the questions. One can safely predict that the English language

which is used in the company is of a mixed variety and not a standard or pronounced English well understood by the general staff. This could also create a false interpretation of instructions between colleagues, or a misunderstanding in communication between the different nationalities. There also appears to be a subtle discriminatory factor in the company amongst different cultures, including between males and females (Please refer to the appendix and the result figures.) Motivation figures show that half of the respondents are not too motivated either in their work or in their personal working relationships. Lack of strong motivation could also indicate

other hidden factors.

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One can deduce that there exists an average to normal level of soft skills in the company. There is no shortage of creativity flowing at Mazda, but again this is subjected to how one views the individual pattern of results in an objective way. An interesting and significant result was Communication which shows that people are communicating at all levels both verbal and non-verbal. In fact the figures show a high percentage level and a very low critical level. Many respondents felt that communication was very important in healthy cultural relationships. We could take this as a positive and

if not crucial indicator that human relationships in the company rise above average. There was also a slight ultimate attribution error. Many had the tendency to make more favourable and flattering attributions about their own group than about members of other groups. There was also a leaning towards conformity where individuals tend to adhere to existing social norms. The numbered totals for discrimination and motivation under the positive and negative ratings are too close in values and should be interpreted again as objectively as possible. To conclude our report the following comments made by some of the respondents demonstrate the facts as they have being presented:

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Appendix

Respondents comments ( 5 persons ) : 1) Referring to the question: Do you think women should play a more active role in management? Statistically: no; if qualified: yes. 2) Many people feel that management positions should be 50% female and 50% male. I dont support this opinion, and my criteria is that managerial positions should be held by people with the right capacity . In some cases it would be 100% male managers, in others 100% female. Summarising, it should be based on skills, not in male / female shares. 3) Ive never studied other cultures, but when you interact at work with other cultures, obviously, your curiosity about them is much higher and you try to get more info about them. 4) The difficulties created by not understanding each other (based on different cultures) is not enough reflected in this questionnaire. My Japanese colleagues have a radical different viewpoint than I as they fear to present themselves to a group or to the managers having a different opinion. 5) Making decisions without prior reassurance by superior is a big problem for them (Japanese). This makes business slow and ineffective. This is a constant reason for problems!

(Extract from Research Study)

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Appendix

Prejudice based on gender

It is interesting to note that more than half of the earth population is female, and are still being treated as a minority group despite the many global changes that have taken place. Women are still being excluded from the economic and political arenas due to strong negative stereotypes regarding the female. This unfortunately continues to raise harmful attitudes upon females in both underdeveloped and developed countries. This kind of prejudice affects greater numbers of persons than any other form and produces negative results for females. As is the case in many cultures, men are placed in a more favourable position. They are the ones who hold the following traits : decisiveness, forcefulness, confidence, ambition and rationality. Women on the other hand are considered as : passive, submissive, emotional and dependent. there are indeed some differences between males and females with respect to various aspects of behaviour, but in general the magnitude of such differences is much smaller than prevailing gender stereotypes suggest. (Bettencourt & Miller, 1996; Voyer, Voyer, & Bryden, 1995) Women are still occupying the majority of low-status, low-paying jobs in the world. This is a disadvantage for many women who try desperately to match their male counterpart on expertise and salary. Why is this the case?

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A large body of research shows that although many barriers have in fact broken down, more subtle forces have continued to operate against women in many instances. For example, women appear to hold lower expectations about their careers than males. They actually expect to receive second best as part of their fate in life. While others try to battle against male scepticism and tough manners in order to prove their worth. Some women are of the opinion that lower starting salaries are the norm and peak salaries are only reserved for the male privileged. Men generally expect women to have several career breaks to rear their offspring. A common fault among females is this comparison factor with other females as a yard measure to what is acceptable to their gender. So if the majority are earning below average salaries then that must be the social norm. Another fact is that many large organisations reserve lower administration duties to the role of women. The higher paid jobs are held mainly by males. Let us take a look for instance at the glass ceiling effect. This theory states that men are not chasing women out of their domain, but that females are being given very few opportunities to actually prove themselves in a competitive male environment. Women are not given the right opportunity to develop their skills further for executive management positions. Women complain that the men do not give

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them the necessary work assignments to teach them the new skills. They generally feel they are deliberately being boycotted against In many instances, females feel that management does not offer them the chance to attend important business board meetings or participate in major company decisions. Many feel that they

are prevented from making important contacts to strengthen their business networks. Many women opt out of the race because of the many setbacks they encounter by their male colleagues. They feel that their talents and abilities are not being recognised, for instance when they have produced an outstanding piece of work their male manager receives the credit and not them. Despite this gloomy outlook, many others do make it to the top, but normally a small percentage after great sacrifices and nerves. Many researchers have pointed to a second glass ceiling that will further discriminate against women sharing top positions in a male dominated environment.

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Prejudice and Discrimination

Prejudice is a powerful tool used by one group against another in order to achieve a certain goal and purpose. Research findings indicate that prejudice or discrimination against other individuals seems to inflate their own self-esteem or importance. Many see this as an opportunity to feel powerful against the minority. Prejudice also influences our

beliefs and feelings towards persons belonging to other cultures. Modern racism is on the increase in many social and working environments today. Many persons hold the belief that merit should be an important requirement in the division of distribution justice or reward system, but unfortunately this is being abused sinisterly to camouflage other ulterior motives, such as the desire to exclude members of a certain race from potential benefits. Direct intergroup conflict is also caused due to competition as a source of prejudice. According to social psychologists, discrimination is often the result of a struggle for limited resources, jobs, status, valuable commodities or opportunities. This brings about negative attitudes, jealousy, conflict and even hostility which often leads to aggression or violence and in some case work sabotage. As distribution of rewards become scarcer, tension levels rise rapidly. Frustration sets in and work performance suffers which has a negative effect on company morale. Nothing is more depressing

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for an employee to work in a moody atmosphere, or to be the innocent victim of another persons prejudice. It is common for human beings to separate their worlds into two distinct categories: The ingroup (us) and the outgroup (them). The ingroup is viewed as favourable and the outgroup unfavourable. Prejudice and discrimination can be reduced in the work place by adopting the following measures: Increasing the degree of contact between the different groups. Learning to recognise more similarities than differences helps change negative cultural attitudes. Interacting groups should also be roughly of similar social status involving co-operation and interdependence. Cross-group friendships narrow stereotype thinking and encourages others to follow suit by setting a good example. (normally successfully achieved by higher management.) Awareness (and not even direct contact with other groups) that in-groups have had positive experiences with out-groups can encourage healthier thinking patterns. Above all, it is up to the management team to foster cultural awareness amongst their staff through educational training seminars and flexible attitudes.
Dr. B.C. Fabrie-Schauss 2013

No.: ________ / _______

Page 1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
Are there cultural tensions in your company ? Is your performance inspired by the opposite gender ? Would you consider yourself as an achiever ? Can you express yourself clearly in English ? Are any of your colleagues plotting against you ? Do you find your job challenging ? Do you use English on a daily basis ? Does your language restrict your full potential ? Is Management supportive to any staff problems ? Do you experience aggression amongst your colleagues? Do you set yourself realistic goals ? Do you find it difficult to reach a decision ? Are you tolerant of other cultural traditions ? Are there any other staff members critical of your performance ? Are you self-focused on your own culture and nationality ? Do you enjoy recreation activities after hours ? Do you use your own initiative ? Do you regard group solidarity as a positive aspect ? Are you allowed to show individuality in your job ? Do you suffer from work stress ? Are you able to separate private stress from work stress ? Are you confronted with family problems ? Does your firm utilise your experience and talents ? Do you think women should play a more active role in management? Does your company provide incentive programmes? Does your behaviour upset your colleagues? Is your work performance acknowledged by management ? Do you enjoy an important status in your company ? Do you have the appropriate skills for the job ? Do your colleagues have a good product knowledge ? Does your age restrict you from promotion ? Are your abilities encouraged by management ?

Questions (numerical) coded and valued

not applicable

QUESTIONNAIRE ( numerical )
yes / always sometimes no / never often

No.: ________ / _______

Page 2 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64
Do you believe that all staff members are treated equally ? Do you accept performance standards in your company ? Do you think that creativity plays a major role in interpersonal skills? Do you feel sexually discriminated against ? Are you able to take orders from a much younger manager ? Do you interpret a high status as power over others ? Do you feel the group concept is necessary for office survival? Do you force your own ideas onto others ? Do you have difficulties accepting individual thinkers? Do you accept different viewpoints ? Does the "team idea" fit into your own personality? Do you think the group can learn to accommodate uniqueness? Is there conflict between male and female roles in the company? Do you regard younger employees more flexible than older peers ? Do you consider yourself an ambitious career climber? Are you able to motivate yourself without the inspiration from others ? Are your achievements rewarded financially ? Does your type of work require certain soft skills (personal talents)? Do you plan your whole life creatively ? Are you able to develop your own originality ? Would you be prepared to exercise authority ? Do you submit suggestions for improvements ? Are you good at judging social feedback ? Do you ever misinterpret friendly gestures from the opposite sex ? Do you have all the necessary office equipment ? Do you have a positive attitude towards other Nationalities ? Do you fear early retirement ? Do you rank yourself above average ? Do you suffer from anxiety ? Do you prefer to accomplish everything yourself ? Are you able to interpret non-verbal communication ? Are you influenced by social norms ?

Questions (numerical) coded and valued

not applicable

QUESTIONNAIRE ( numerical )
yes / always sometimes no / never often

No.: ________ / _______

Page 3 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90
Does the company provide adequate training facilities ? Are you a " social chameleon " ? Do you enjoy gender privileges at work ? Do you require external motivation ? Do you invent new technological projects ? Does solidarity influence your achievements ? Are you satisfied with your physical working conditions ? Do you have a multicultural perspective ? Do you speak any other languages besides your own and English ? Would you like to improve your product knowledge ? Do you feel pressurised by group norms ? Are you a stereotype thinker ? Are you member of a sports club ? Are you prepared to accept different responsibilities ? Do you appreciate the arts ? Do you enjoy meeting people ? Have you ever studied other cultures ? Are you bothered by age differences ? Does your firm offer you scope for promotion ? Do you design your own concepts ? Does the final product interest you more than the work itself ? Have you ever been in conflict with the authorities ? Are rewards distributed fairly ? Do your talents match your job ? Do you boost your image through your outward appearance ? Do you have a flexible attitude ?

Questions (numerical) coded and valued

not applicable

QUESTIONNAIRE ( numerical )
yes / always sometimes no / never often