An Analysis of Cultural Patterns and Cultures’ Effects on Work Relations: A Case Study on the New Zealander and Filipino Employees of New Zealand Milk Philippines, Inc.

Abstract

Cultural differences should not prevent employees from working or communicating with each other or having productive business transactions. Indeed, one must learn to co-exist and work with each other. The future of any organization depends on it, particularly those that involve two opposing cultures. The reality is that businesses will increasingly be venues of different cultures, and eventually so will the whole globe they inhabit. This fact is one reason why we must all acknowledge diversity and accept it. The biggest gain from accepting cultural differences is that cultural diversity enriches each one of us (Varner and Beamer, 1995). With this in mind, analyzing cultural patterns and cultures effects on work relations of New Zealander and Filipino employees of New Zealand Milk Philippines Inc. comes to attention. To understand intercultural communication and the productivity it brings, the researcher posed this problem for the study: What are the culture and cultural patterns of the Filipino and New Zealander employees of New Zealand Milk Philippines Inc. and how culture affects work relations? To answer this problem, the following sub-problems were raised: 1) What are the similarities and differences between the cultures of Filipino and New Zealander employees of NZMPI?; 2) How are differences in culture addressed?; 3) Do differences in culture affect work relationships?; and 4) What are the work related cultural patterns in terms of power distance, individualism collectivism, uncertainty avoidance and masculinity-femininity of the Filipino and New Zealander employees of New Zealand Milk Philippines Inc.? To gather the needed data with which to answer the above problems, the researcher employed the descriptive approach and the case study technique. A total of eight employees, four New Zealanders and four Filipinos, belonging to NZMPI were interviewed and observed using an interview schedule consisting of twenty-one questions and an observational sheet. The data gathered from these two tools were analyzed qualitatively and quantitatively. The findings confirm that among their differences in culture, the most evident was in religion while of their similarities, both agree it is in being sociable. In addressing cultural differences, Filipinos resort to making the other culture feel like they belong, getting to know them more, adjusting oneself by being professional, and by not imposing ones own belief. For New Zealanders, they do so by understanding and learning the other culture, explain that they do things differently and by not judging the other culture. Both cultures agree that cultural differences affect work relations. New Zealanders and Filipinos both have similar cultural patterns such as individualism and uncertainty avoidance. On the other hand, differences in cultural patterns lie in power distance and masculinity femininity. From the above conclusion, the researcher recommends the following: 1) There should be a company orientation and training to brief both cultures of each others attitude, behavior and culture; 2) Organizations should promote open communication channels to encourage members of both cultures to ask questions and seek clarification of points that are unclear. 3) There should also be regular feedback incorporated in the periodic employee performance evaluation; Finally; 4) Organizations should discover the value of intercultural communication to prevent conflicts that lead to inefficiency. In the end, inefficiency means costs, in terms of time and money, to the company.