That'll teach me not to shoot from the hip after a quick skim read :)
Mark
________________________________
From: Management Education and Development Discussion on behalf of Romie Littrell
Sent: Sun 21/05/2006 07:32
To: MG-ED-DV@AOMLISTS.PACE.EDU
Subject: Re: The value of stereotypes
If you read the article carefully you will find that that statement was made by a Chinese Singaporean department head. McKenna uses the Singapore case study to point out attitudes of Singaporean managers toward Thai workers, that is: 'The manager in the Singapore case stated:...Thais cannot possibly relate to a western dimension of "job-enrichment". They have no concept of job satisfaction. All they need are instructions to be happy.'
"M.P.Fenton-OCreevy" <M.P.Fenton-Ocreevy@OPEN.AC.UK> wrote:
Hmmm - interesting article you refer to Romie, but I can't help feeling that with statements like "Thais cannot possibly relate to a western dimension of "job-enrichment". They have no concept of job satisfaction. All they need are instructions to be happy. ", the author may have a somewhat superficial understanding of local culture and institutional context.
Mark
Prof. Mark Fenton-O'Creevy
Director, Practice Besed Professional Learning CETL
& Professor of Organisational Behaviour
Open University Business School
________________________________
From: Management Education and Development Discussion [mailto:MG-ED-DV@AOMLISTS.PACE.EDU] On Behalf Of Romie Littrell
Sent: 18 May 2006 21:11
To: MG-ED-DV@AOMLISTS.PACE.EDU
Subject: Re: The value of stereotypes
An interesting article related to this discussion:
"The cultural transferability of business and organizational re-engineering: examples from South-east Asia", by Steve McKenna, 1995, The TQM Magazine, Vol 07 Issue 3 (Emerald Library).
Erwin Rausch <DidacticRa@AOL.COM> wrote:
In a message dated 5/18/2006 10:26:26 AM Eastern Daylight Time, M.P.Fenton-Ocreevy@OPEN.AC.UK writes:
A cultural perspective can shed some light as we note differences between British, Chinese (in Malasia) and Bumiputra cultures. However it misses a lot as well. For example, the relations between these ethnic groups in the subsidiaries reproduce the social relations of wider Malaysian society, which is ethnically stratified (ethnic Chinese dominate business), there is a legal backdrop (eg restrictions on Chinese ownership in Malaysia and emerging patterns of commercial law and law enforcement. and an economic backdrop (especially the current stage of economic development in Malaysia). Finally, some of the patterns of management in these companies have roots in a period of British colonial rule.
Fascinating example, Mark. Thanks for sharing it.
To further enlighten it, could you provide one or two examples of the practical effect on institutional differences and managerial behavior patterns?
Erwin (Rausch)
"Who dare to teach must never cease to learn."-John Cotton Dana
Romie F. Littrell, BA, MBA,PhD, FIAIR, An fánaí fiáin
Faculty of Business, Auckland University of Technology, N.Z.
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"Who dare to teach must never cease to learn."-John Cotton Dana
Romie F. Littrell, BA, MBA,PhD, FIAIR, An fánaí fiáin
Faculty of Business, Auckland University of Technology, N.Z.
http://www.romielittrellpubs.homestead.com/
http://www.crossculturalcentre.homestead.com/
PARTICIPATE in a study of leadership & values:
hppt://www.leadershipvalues.homestead.com/
Send instant messages to your online friends http://uk.messenger.yahoo.com