Synergy must exist between corporate management and the individual culture of employees in order to bring out the best results sustained in the best atmosphere.
The dynamics that form a corporation's operations, mission and vision must align with the larger set of values and beliefs a corporation's employees have.
These two distinct cultures or core values must have a common ground or be resolved before they are made to inhabit the same workplace and cooperate to attain key goals of the enterprise.
As a professional and employer in the Philippines working with foreign clients, I do note that there is a difference in management style and practices.
Foreign colleagues' more direct, candid approach seem to clash with local personnel's reserved, herd mentality.
I personally believe that this is not though just a Filipino trait or an Asian trait.
It is a human trait, as social beings, to form groups and formalize a status quo.
The herd mentality of Filipino or Asian personnel actually stems from a strong sense of family, that is further reinforced by their culture and traditions.
Then there is the need to forge relationships through ritualistic action.
In other words, to make a social connection, there is a process one has to go through.
But I think that these norms apply to everyone around the world.
Morale and motivation increase when the employees personally feel that they are part of a family and can regard their employers as benevolent figures.
Companies who take care and help their employees or show concern for them get greater productivity or performance.
Based from my own experience, I would like to recommend three simple better management practices to guarantee better employer-employee relationships: 1) Set in place clear guidelines of accountability and ethics to ensure that both parties deliver what is expected from them, creating/preserving trust in the relationship.
The employer can demand very high standards because he can give high rewards to employees.
2) Be diplomatic and democratic.
Give your employees their voice and vote.
Transparency and profit-sharing would go a long way in boosting trust and motivation.
This leads to empowerment to your employees, increase their sense of belonging, ownership and personal stake in the company.
They would feel their success would tie in the company's success.
3) Praise in public but reprimand in private.
Because you have given the erring party a chance to save face, they'll remain on your side and motivated to get things done.