Problems of Applying Principles of Workplace Strategies to Other Countries
In the materials covered in this course, we found out that some principles of strategic workplace planning might have some problems in applying to our country----Taiwan. As a result, we think that in applying these strategic workplace planning principles, one must consider the different situations in a different countries or the result might not be successful as expected. The following are some inapplicable principles for strategic workplace planning to Taiwan and reasons for their inapplicability.
*Status symbol problem
The most constraining symbolic use of work place comes not from concern about external message, but from the ubiquitous medium of internal communication, the language of Status Symbol. The language is made up of all the rules about provision of space, location, and accoutrements based on a person's standing in the organizational hierarchy. And Leaders' assumptions about the necessity of using personal space, location, and furnishings as rewards and indicators of organizational status place them in a kind of Straitjacket with two kinds of constraints: how a total workplace can be designed, and how it can be used.
The luxurious consference room locating on the top floor simbolized the dignities of top managers Costs caused by Status Symbol phenomenon Once you have satisfied all the requirements for varying sizes of personal workplaces as dictated by the space standards, there is usually a real squeeze placed on providing other kinds of spaces. The constraint on use pattern occurs when managers need to change groupings quickly and redeploy the existing workspaces and areas. It becomes very difficult to regroup people because it is very likely to violate the rules of entitlement imposed by the space standards. Two costs are likely to be incurred: either the facilities cost of restructuring walls, lighting, wiring, and furnishings to make the new pattern fit the status language; or the "inertia cost" to performance of not moving people into the new configuration. The latter cost is potentially more damaging to the organization because it is less obvious and it has a cumulative negative effects.
The luxurious consference room locating on the top floor simbolized the dignities of top managers
Costs caused by Status Symbol phenomenon
Once you have satisfied all the requirements for varying sizes of personal workplaces as dictated by the space standards, there is usually a real squeeze placed on providing other kinds of spaces. The constraint on use pattern occurs when managers need to change groupings quickly and redeploy the existing workspaces and areas. It becomes very difficult to regroup people because it is very likely to violate the rules of entitlement imposed by the space standards. Two costs are likely to be incurred: either the facilities cost of restructuring walls, lighting, wiring, and furnishings to make the new pattern fit the status language; or the "inertia cost" to performance of not moving people into the new configuration. The latter cost is potentially more damaging to the organization because it is less obvious and it has a cumulative negative effects.
Remedies for Status Symbol Problem
There is a "Universal plan" called by Aetna Life and Casualty to remedy the status symbol problem. This approach is to create one basic size of workplace for everyone. These one-size-fits-all work stations are tailored to meet different work styles and job functions by fitting out the standard footprint with different furniture components arranged in different ways. When departments are reorganized the only things that move are people and some furniture components. The time, expense, and disruption of moving walls or panels are eliminated.
----Franklin Becker & Fritz Steele, "Workplace by Design", p33-37
Confucianism has deeply influecnes on Taiwanses However, we do not think the universal plan can successfully be applied to Taiwan's enterprises, and the reason is that status symbol a positive factor for companies' performance in Taiwan. The reason is that the Taiwanese are deeply influenced by Confucianism which emphasizes that the order of a society should be maintained by the proper "positioning" of the members in the social hierarchy. Everyone in this society should act according to his or her position in the society so that the society can function in harmony. Influenced by Confucianism, the Taiwanese are used to the ranking of people in a group and tend to act according to his or her status. And those in the lower ranks are used to take the orders from the high ranking ones. Consequently, the status symbol becomes the cornerstone of the success of the company because the status symbol makes supervision easier. So, giving better treatments to upper level staff implies higher authority they enjoy and this can help them run the company more smoothly. So we think that the resistance on elimination of status symbol in Taiwan's companies might be much more intense than in the United States. So, we think that cultural difference should also be taken into account when making changes to a company locating in a different country.
Confucianism has deeply influecnes on Taiwanses
However, we do not think the universal plan can successfully be applied to Taiwan's enterprises, and the reason is that status symbol a positive factor for companies' performance in Taiwan. The reason is that the Taiwanese are deeply influenced by Confucianism which emphasizes that the order of a society should be maintained by the proper "positioning" of the members in the social hierarchy. Everyone in this society should act according to his or her position in the society so that the society can function in harmony. Influenced by Confucianism, the Taiwanese are used to the ranking of people in a group and tend to act according to his or her status. And those in the lower ranks are used to take the orders from the high ranking ones. Consequently, the status symbol becomes the cornerstone of the success of the company because the status symbol makes supervision easier. So, giving better treatments to upper level staff implies higher authority they enjoy and this can help them run the company more smoothly. So we think that the resistance on elimination of status symbol in Taiwan's companies might be much more intense than in the United States. So, we think that cultural difference should also be taken into account when making changes to a company locating in a different country.
*Real Work Concept
Considering the different working habits of the employees. One guiding principle for office physical settings design is that as an individual work varies over time(day, week, year), so the optimal setting for accomplishing that work should vary as well. People do not cook, eat, sleep, and entertain in the same room in their home, then why should workers always discuss a project, type a report, or read a technical article in the same workplace? The concept of real work emphasizes the individual difference and let the employees decide when and where to work.……By giving a variety of physical settings for the workers, it is easier for them to achieve their optimal efficiency
..............Franklin Becker & Fritz Steele, Workplace by Design, p. 77
The emphasis of individual difference in the workplace and the physical setting designed for satisfying the individuals of the employees may not be so easy for the managers in Taiwan to accept. We think that the individuals should adjust their best performance to the office hour of the company, not the company compromises to the individuals. The followings are some possible reasons for this different thought. First, Confucianism emphasizes collectivism and this becomes a cultural trait to the Taiwanese. Confucianism put the whole(group) over individuals and everyone should satisfy himself or herself for the whole if needed. As a result, we feel ashamed if we take too much time doing something which is not relevant to our job because we feel it is a symbol of selfishness. It is the employees that should get used to working hour in the office at the designated period of time. This concept is so widely believed that both employers and employees act in this way. Thus, this cultural trait contradicts to the concept of real work which emphasizes the individual difference. Therefore, the real work concept can not be applied to Taiwan so easily.
The emphasis of individual difference in the workplace and the physical setting designed for satisfying the individuals of the employees may not be so easy for the managers in Taiwan to accept. We think that the individuals should adjust their best performance to the office hour of the company, not the company compromises to the individuals. The followings are some possible reasons for this different thought.
First, Confucianism emphasizes collectivism and this becomes a cultural trait to the Taiwanese. Confucianism put the whole(group) over individuals and everyone should satisfy himself or herself for the whole if needed. As a result, we feel ashamed if we take too much time doing something which is not relevant to our job because we feel it is a symbol of selfishness. It is the employees that should get used to working hour in the office at the designated period of time. This concept is so widely believed that both employers and employees act in this way. Thus, this cultural trait contradicts to the concept of real work which emphasizes the individual difference. Therefore, the real work concept can not be applied to Taiwan so easily.
Special producing patterns need special workplace Secondly, Taiwan's different employee-employer relation to industrialized countries also contributes to the inapplicability of real work concept. In Taiwan, the employees are usually in a relatively inferior status to the employers compared with the industrialized countries. Some factors contribute to this situation: First, there is no strong union organization in Taiwan, so if the employees are not treated fairly, they can not take a strong stance again their employees. Second, there is no sound social security system to subsidize workers when they lose their jobs. As a result, employees have to stick to their jobs or they will be in misery when they lose their jobs. So, the employers enjoy a much more superior stand than employees in Taiwan. There is no need for the employees to change the physical settings or adjust company's working hours for employees' individual needs because the employers have enough leverage to "squeeze out" their employees' potential.
Special producing patterns need special workplace
Secondly, Taiwan's different employee-employer relation to industrialized countries also contributes to the inapplicability of real work concept. In Taiwan, the employees are usually in a relatively inferior status to the employers compared with the industrialized countries. Some factors contribute to this situation: First, there is no strong union organization in Taiwan, so if the employees are not treated fairly, they can not take a strong stance again their employees. Second, there is no sound social security system to subsidize workers when they lose their jobs. As a result, employees have to stick to their jobs or they will be in misery when they lose their jobs. So, the employers enjoy a much more superior stand than employees in Taiwan. There is no need for the employees to change the physical settings or adjust company's working hours for employees' individual needs because the employers have enough leverage to "squeeze out" their employees' potential.
Thirdly, Taiwan's economical pattern does not emphasize communication and innovation compared with industrialized countries. The reason is that Taiwan's main income are from production sector which usually manufactures for others. For example, Taiwan produces many computer parts which are designed by American companies. So, creativity and innovation is not so important in most of Taiwan's companies compared with the industrialized countries. Thus, creating the settings for informal communication in the company is not so important in Taiwan. As a result, the concept of real work is not so easy to be accepted in Taiwan.
The labor movement in Taiwan is sitll in the enlightened satge *Conclusion We found out that some principles of the strategic workplace designs are not so applicable in Taiwan because of Taiwan's peculiar business environment. We think that these inapplicability comes from Taiwan's heterogeneity from the industrialized countries which the principles of strategic workplace design are from. So, when applying these principles to the less industrialized countries, one should carefully examine the difference such as business culture and economic pattern to prevent the inapplicability of these principles.
The labor movement in Taiwan is sitll in the enlightened satge
*Conclusion
We found out that some principles of the strategic workplace designs are not so applicable in Taiwan because of Taiwan's peculiar business environment. We think that these inapplicability comes from Taiwan's heterogeneity from the industrialized countries which the principles of strategic workplace design are from. So, when applying these principles to the less industrialized countries, one should carefully examine the difference such as business culture and economic pattern to prevent the inapplicability of these principles.
