Lessons learned in the Japanese-American Workplace

1. Five Pillars of Successful Multicultural Management Communication Mentoring Trust Understanding Delegation Lessons learned in the Japanese-American Workplace

2. Institute Mission: • Articulate the culture-related causes of negative attitudinal outcomes • Provide training ground where managers can explore and develop specific supervisory behaviors • Provide a forum for exchanging experiences and ideas among participants

3. Curriculum Derived from Research Results Expectations of: Communication Coaching Delegation Monitoring Cultural Differences “The most necessary training is…how to work with and manage a multicultural workforce.” Attitudes about: Quitting Commitment Job Satisfaction Perceptions of: Trust Fairness Role Clarity

4. Evidence of a Problem? • “If Americans ‘fail’ on a project, they are never given another chance. Yet, Americans are rarely explicitly told what their authority is.” • “In Japan, formal job descriptions don’t exist. This can lead to role ambiguity in the U.S.” • “One source of frustration for Americans is the lack of input in decision making.”

5. “Our engineers leave because of the constraints placed on innovativeness and flexibility” • “I seem to have several bosses, which can be confusing.” • “My supervisor doesn’t spend enough time preparing me for this position.” • “There’s a lack of open, honest communication.” • “I can’t make your meeting, Wally, because two of our section leaders just quit.”

6. Anecdotal Evidence Concerning... • Trust • Role Clarity • Role Satisfaction • Fairness …but, difficult to “teach” these.

7. Culture and the Causal Chain Negative Attitudinal Outcomes Intermediate Perceptions Supervisory Behaviors Cultural Differences

8. Mentoring Psycho-social Career-related Delegation Authority-specific Task-related Communication Effectiveness Formalization Monitoring General Corrective Intrusive Interpersonal Exchange Exchange Quality Acculturating Exchange Abusive Exchange Supervisory Behaviors ...“teachable” in management development and training program.

9. Research Methodology • Key issues identified by previous focus groups, interviews, and scholarly research • 212-item questionnaire distributed to 20 Japanese-American companies • Statistical analyses explored causal pathways among key factors

10. Specific Results:Indirect Causal Pathways Involving Supervisory Behaviors • Communication behaviors • Delegating behaviors • Mentoring behaviors • Monitoring behaviors • Interpersonal exchange behaviors

11. Communication Model Fairness Commitment Communication Effectiveness Trust Job Satisfaction Multicultural Effectiveness Role Clarity Formalized Communication Low Propensity to Quit Role Satisfaction

12. Delegation Model Fairness Commitment Authority Delegation Trust Multicultural Effectiveness Job Satisfaction Role Clarity Task Delegation Low Propensity to Quit Role Satisfaction

13. Mentoring Model Psycho- social Mentoring Fairness Commitment Trust Career- related Mentoring Job Satisfaction Multicultural Effectiveness Role Clarity Low Propensity to Quit Job- related Feedback Role Conflict

14. Monitoring Model Invasive Monitoring Fairness Commitment Trust Multicultural Effectiveness General Monitoring Job Satisfaction Role Clarity Low Propensity to Quit Corrective Monitoring Role Conflict

15. Personal Exchange Model Acculturation Exchange Procedural Justice Commitment Trust Job Satisfaction Multicultural Effectiveness Exchange Quality Role Ambiguity Low Propensity to Quit “Non-abusive” Exchange Role Conflict

16. Choice of Institute Topics Driven by Research Results Negative Attitudinal Outcomes “Chain of causality” often neglected Intermediate Perceptions …”teachable”? Supervisory Behaviors … receive scant attention in most training programs Cultural Differences … basics commonly understood.