In order to have a productive and successful place of business the employees must be happy. Studies show that when employees are motivated and feel valued they are loyal and engaged in the company. Additionally when people feel appreciated at work they are absent less often, perform better, and are more supportive of changes. The personality and managerial skills of management has a big influence on the overall morale of the workplace. Good Managers are essential to the workplace. Not only are managers looked to for guidance they are also, in essence, role models for the employees. People learn how to handle specific situations, present themselves and even communicate from their managers. In most cases, the personalities of individual departments within a company mimic the managerial and personality style of its manager. With that said, the relationship between employees and managers should be professional. It should not however, be so restricted that employees are intimidated or even afraid to speak with their managers. An open line of communication between management and staff is very important. How else will an employee be able to get the help needed to ensure that they are performing their job accurately? “The importance of effective communication for managers cannot be overemphasized for one specific reason: Everything a manager does involves communicating. Ineffective communication skills can lead to a continuous stream of problems for a manager” (Robbins, DeCenzo, & Coulter, 2011, p. 320).
Depending on cultural differences within the company this may be even more critical. For instance, in Japanese culture a lot of importance is placed on the “group” rather than the “individual”. The collectivist culture in Japan incites people to hold the interest of the group above their own and maintain strong ties and obligations to group members. “The Japanese manager will engage in extensive verbal consultation with employees over an issue first before drawing up a formal document later to outline the agreement that was made. The Japanese value decisions by consensus, and open communication is an inherent part of the work setting” (Robbins, DeCenzo, & Coulter, 2011, p. 327). It is also well understood in Japanese culture that keeping employs motivated is the basic foundation and the ultimate measure for success in any business. When considering Ayame’s situation, it is important to note that she is accustomed to a collectivism style of management. In order to better understand how to increase her productivity and wellbeing the management team should take the time to learn a little about her culture. Every good manager has to have a basic knowledge of the various personality types. This enables them to adjust their managerial style to fit ever changing environments and situations. This is the same concept that should be adopted when it comes to cultural differences. Ayame requires positive feedback to encourage her productivity. Whether she needs to make improvements or she is doing a fantastic job, Ayame needs this communicated to her honestly and openly. Because of her culture it is important for Ayame to understand where she fits in the company. Praise for her hard work and accomplishments will give her a sense of security. On the hand, if improvement is needed communicating this in a positive way will encourage Ayame to make the needed changes. Informing Ayame of what is needed of her will give her a sense of purpose. It will also help her set, as well as reach employment goals. Since achievement and hard work are valued in her country this will increase self-worth, which will make her a better employee.

References

(onken). Retrieved from http://www.onken.com/classroom/internationalmanagement/Japan/Motivation.html
Robbins, S. P., DeCenzo, D. A., & Coulter, M. (2011). Management: Essential Concepts and Applications (7th ed.). : Prentice Hall