Planning Planning in Thailand is in some ways, like any other place. You need to involve your employees in the planning process. However, unlike other nations, we are shy and humble people. As I mentioned in my previous months column, we do not like to be assertive. In our perception and language, "assertiveness" and " and "aggressiveness" are the same. We used to have the motto "The more you talk the more you lose...., better stay quiet and you will earn some penny!". In order to generate the involvement, you might consider the Nominal Group Technique (NGT), this is a form of brainstorming that allows everyone an equal say. NGT works by ask everyone in the meeting to participate one at a time around the room. By doing this, it also prevents the talkative person taking over the floor, and the gives encouragement to the shy and self-effacing ones. When they participate, you also need to give them a lot of encouragement, especially in the initial phase. Do not expect perfection, but look for progress. Controlling In theory, we manage the controlling function by systems and information. Most Thai people do not like to do the recording and documentation work. This is because we get used to it and it becomes boring. In order to effective manage the controlling system, you have to establish the system and reinforce your people to do the documentation and recording accordingly. You have to start to educate them about how important recording is. Again, you have to tell them more than once. TV Commercials advertise a hundred times in order to change the consumer perception/attitude/belief. I suggest you to do the same for your employee (your internal customer). Staffing In additional to the management theory, when you manage the Thai staff, you have to be careful of 2 things: Thai people are very concerned about "face", as are the Chinese. Do not make them lose face. Thai people love to work with a boss who creates good human relationships. We (I guess like other nations) do not like the aggressive boss. We do not like loud noise or an angry manner in meetings. If we have a strong debating bout in the meeting room with someone, or someone critiques us, we will not forget. By nature, Thai people particularly obey the "foreign" boss. You do not need to create the power because it is already there. Many foreign executives demonstrate a humble nature and give local staff respect. Thus, they get a high degree of cooperation. Organizing In Thailand, the title on the name card is important. Most organizations in Thailand give big titles such as VP, SVP, or GM even when an employee does not have any people to manage. Again, this makes our "Face" look good in the eye of others. Many Multi- National Corporations (MNC's), have tried to implement the flat organization or self-directed team. They change the title to "Team Leader", or "Coach" in an effort to avoid the "big title". Many executives resist this approach. Many local firms, after re-engineered their organizations, still keep the titles of their executives. Again, "it depends!" (you hear that phrase a lot in management!); the above depends very much on the culture of each organization. I would say that if you work in the MNC environment, it is less likely to occur in local firms or entrepreneur organizations. Kriengsak Niratpattanasai DBS Thai Danu Bank, Bangkok, Thailand

...from Kriengsak Niratappanasai's Thailand Tales

Kriengsak Niratpattanasai Thai Danu Bank Bangkok Thailand

Kriengsak was one of the Asian Business Strategy & Street Intelligence Ezine's earliest columnists and continues to provide some of the most savvy advice on the Net on working in Thailand. His down to earth advice from years of working with falang and locals mixed with local folkstories continues to delight and inform. Click on Kriengsak's picture to learn more about our great friend and colleague.

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