Is your team not functioning in an optimal manner?
Is that negotiation
not offering the direct results you were hoping for?
Is communication
a problem with your foreign management?
Is that foreign
deal, a done deal?
When managing a team in a foreign location, when
doing business abroad, when working with a multicultural team -
be prepared for some major
differences in management culture.
Countries all have their specific customs and ways of doing business. Be
prepared, learn about it and try and adapt your manners to ensure success when
managing or doing business abroad. ELM can help, use HR
Abroad or have a look at the information below, click the flag of the country
for more information.
Select a country:
Managing
in Australia
Egalitarianism is a cherished idea in Australia, based on a
classless society in which everybody is treated equally. Consequently,
success should not be overtly celebrated and modesty is an appreciated
virtue. For a foreigner it is important to remember that you
should never criticize Australia or be too positive about your
home country. However the other way round (being very positive
about Australia and negative about your home country) will not
gain you any points either - just try to be modest seems to
be the advice.
Managing in Austria
Punctuality is essential and business appointments have to be
made far in advance.
Managing in Belgium
Be aware of the language issue (never call it a problem though!),
it permeates everything.
Managing in Canada
With concern to planning, Canadians tend to look a little further
ahead than Americans usually do, however, planning is done on
relatively short-term basis compared to many Northern European
countries.
Managing in China
Show and talk about your interest in and enthusiasm for the
Chinese culture. This helps you to expand your circle of friends
in China, which is important in doing business. Be aware of
the fact that a contract has a different meaning to Chinese
business people. If the contract was signed with a counterpart
at a different hierarchical level and without the necessary
level of basic trust established first, it might turn out to
be a worthless sheet of paper.
Managing in the Czech Republic As many managers have been in post since the days of communism,
there is still a gulf between moves to "westernize"
and the traditional methods of doing business. This is clearly
depicted in Human Resources Management where recruiters shift
between selection on the basis of academic criteria and on the
basis of skills and qualities.
Managing in Cyprus Cypriotes enjoy haggeling before a deal is struck.
Managing in Denmark
If you want to arrange a business meeting in Denmark, make sure
you plan this before 15.00. Due to the fact that almost all
women are full time participants in the labour market, household
responsibilities and childcare are shared between men and women.
Thus, people in general do not want to work late, because who
will do the shopping or pickup the children?
Managing
in Estonia
Decisions are made at the top of the organisation.
Organisational structure is led by hierachy and bureaucracy.
Managing in Finland
Finns are sincere, straightforward and direct, although they
will never utter their criticism directly, especially not to
people they do not know well. Please note that silence is seen
as an integral part of social interaction, and subsequently,
pauses in the conversation are seen as friendly and appropriate.
Managing in France
Both business and government life are characterized by a strong
hierarchical structure. Positions and the corresponding power
are clearly defined. At meetings for instance, seating is in
hierarchical order and important decisions are hardly ever made
during the meeting itself. Often the chief decision maker -
the "décideur" - is even outside the meeting.
Managing in Germany
German manners are pretty formal. Germans will always use "Sie"
to address one another, unless they know each other extremely
well, but even then "Sie" is preferred in public amongst
business people.
Managing in Greece
During meetings personal opinions are aired with profound conviction,
preferably against the opinions of everybody else. Everybody
will have their say and is opposed quite strongly. Only for
important matters formal meetings are held. Day-to-day issues
are dealt with informally.
Managing in Hungary If you intend to do business in Hungary, you have to show
you are willing to work together with them and that your intentions
are not solely driven by the wish to make money. Your co-operativeness
is essential to gain friends and becoming friends is what it
takes to get something done. Hungarians approach foreigners
with some suspicion and keep them at a distance, only if you
are able to make friends will you be able to do good business
with Hungarians.
Managing in Iceland
Icelandic manners are formal and although people are rather
open and direct, a certain distance is always kept with foreigners.
Managing in India
Indians have a high need for structuring relationships, be it
personal or professional. They are keen on hierarchy. For each
hierarchical category they create, they attach a set of responsibilities
and expectations. For example as a boss you are also expected
to be a mentor to your subordinates.
Managing in Ireland
Be prepared! The Irish seem very easy going, but underneath
the conversational surface they prove to be rather tough negotiators.
Managing in Italy
Italians have a different feeling towards time than most Northern
Europeans or Americans. ‘Time is created by God with
the sole intention to meet others'. Likewise Italians are
rarely on time (unless it is really important!). Punctuality
in Milan means 20 minutes, in Rome half an hour and in the
South of Italy 45 minutes too late.
Be
aware of the importance Italians attach to the way people
are dressed - this has nothing to do with being a 'fashion
victim' - on the contrary almost. It is all about education
and class, similar to the importance French people attach
to 'cuisine', the British to 'Shakespeare' and the Russians
to 'historical knowledge'.
Managing in Japan
Greeting is very formal in Japan. Learn the standard way of greeting.
It requires bowing, polite ways of addressing and the exchange of business
cards. It is also advisable to address your Japanese colleagues by their
job-titles instead of their names. Confrontation is avoided at all levels.
Japanese people strive towards harmony and consensus, in particular since
(family) relations are extremely important. The Economist for instance
remarked with regard to the Japanese that they "are not a rational
people in the sense economist use that term - they sacrifice their interest
as consumers for the nation as a whole; they will make spending decisions
on the basis of who is selling, not on the basis of what is sold, in short,
they would rather pay more for something than less for it."
Managing in Latvia Important business subjects need
to be discussed in person.
Managing in Lithuania Employees tend to be individually
focused and are not used to working in teams.
Managing in Luxembourg Luxembourg is the 'melting pot' of Europe; only one out
of four of the people at work is of Luxembourg origin, one third
are crossborder workers from either Belgium, France or Germany
and the rest are mainly immigrants of other European Union nationalities.
But although Luxembourg people are used to foreigners and are
able to speak at least French and German fluently, they get
upset that hardly any of the foreigners takes the effort to
speak their language. If you learn some words of Luxembourgish
you are bound to impress people!
Managing in Malta Meetings in Malta are designed to
be an informal process of exchanging information. As a consequence
pre-arranged agendas are hardly ever used during meetings.
Managing in the Netherlands
Cooperation, negotiation and consensus opinion are the mainsprings
of Dutch business. Endless meetings are their result!
Managing
in New Zealand
Although communication is less direct than in Australia, it
is rather to the point in New Zealand, but at the same time
it is always well-mannered. Connections are valued highly, but
never overplay them. The same goes for qualifications, rank
or title - never oversell, remember the self-restraining modesty
of New Zealanders.
Managing in Norway Although the use of mobile phones is wide spread in Norway,
it is considered impolite to have your phone ringing in a restaurant.
Make sure your mobile phone is switched off during lunches.
Managing in Poland
Business cards are widely used. The Poles are extremely keen
to become part of 'Europe' - they will take each opportunity
to show how well-integrated and booming their economy is.
Managing in Portugal
There is very little delegation of management responsibility,
therefore it is important to do business with Portuguese of
equal status within a company. Managers should never ask their
subordinates for advice - this will be taken for a sign of incapability.
Managing in Romania
As a legacy of communism people hardly show personal initiative
and most decisions are referred to a higher level. Managing
a team here requires a great effort.
Managing in Russia
Russians are very proud of their cultural heritage and history and subsequently
know a lot about Russian composers, writers, etc.. They are really surprised
if their business counterparts are not able to give detailed information
on their nation's greatest painters, writers, artists or important historical
facts. Showing that you are well-to-do is not uncommon. But be aware when
and where you wear flashy jewelry and/or expensive watches; people could
think you do not need the assignment ...
Managing in Singapore
Confrontation is avoided at all levels. Like all Asian people
Singaporeans strive towards harmony and consensus, in particular
since (family) relations are extremely important. Please note
that Singapore is the 'melting pot' for Asia - all nationalities
are gathered here. The country is a good stepping stone towards
the rest of Asia for companies starting to operate in that region.
Managing in Slovakia Many Slovak organisations are very
open to learn from Western organisations. Especially companies
in the Bratislava area are getting more familiar with Western
business habits and production techniques and methods. Unfortunately
corruption in the legal system is experienced among both local
and foreign organisations. This has a an effect on international
businesses willing to invest in the Slovak Republic, it still
is a risky business to invest in Slovakia, since foreign businesses
are hardly protected by the Slovak law when involved in a
dispute.
Managing in Slovenia Personal contacts and relationships
are very important when doing business or working in Slovenia.
High emphasis is put on personal interaction with business-
partners and colleagues. Although business contacts often
lead to personal contacts, the business atmosphere is still
rather formal, but very friendly.
Managing in South Africa
Presenting new ideas or products needs to be done with true
confidence. Be likewise interested in their ideas and in what
they have to offer. The presentation itself can be rather informal.
The most important aspect of making business work in South Africa
is a personal relationship, which is based on trust.
Managing in Spain
Be aware of the (enormous) regional differences, which are shown
in both cultural manners and language (and in cuisine!). Although
Spain is developing extremely fast, hierarchical structures
are still very strong. A senior manager should not try to involve
his team into too great detail as this might be taken for a
sign of incapability.
Managing in Sweden
The reliability and soundness of Swedish brands like Saab and
Ikea are significant for doing business in Sweden. The Swedes
like people who do not stick out in the crowd, as outstanding
behaviour is not much appreciated.
Managing
in Switzerland
Expatriates should be aware of the traditional antipathy between
the country's German- and French-speakers.
Managing
in United Arab Emirates
A striking feature that readily leads to some distress for expatriates
working in the United Arab Emirates is the national urge to
negotiate. United Arab Emirate nationals enjoy bargaining to
the fullest. For Westerners, negotiation situations in the United
Arab Emirates can sometimes be very overwhelming when their
Arabic counterpart, normally friendly and polite, suddenly has
a fierce outburst. Stay calm and reproach this passionate behaviour
cordially and confidently. Being able to remain tough but courteous
will certainly gain you some points!
Managing in the United Kingdom The British have a fondness for debate and view meetings
as gatherings to seek agreement rather than to issue instructions.
They put a lot of poise, wit and diction in their way with words,
but often do not realize that not everybody is a native
speaker.
Managing in the United States of America
The words "time is money" capture American business
manners: little sentimentality - every business deal has to
be profitable, no matter if it is a transaction with a lifelong
friend or family member; getting fired or bankruptcy carries
no stigma - "it just didn't work out"; no long meetings
- "good decisions can be taken fast"; guidelines and
directives are never extremely detailed - information and inspiration
should be shared with subordinates; and American executives
are allowed to make individual decisions as long as they are
within the corporate framework.
On this particular subject ELM holds more information, which is available
through our guides,
our HR Abroad service,
and of course through our courses.
In case you need more information, do not hesitate to contact
us.
Is your team not functioning in an optimal manner?
Managing in Austria
Managing in Belgium
Managing in Iceland
Managing in Ireland
Managing in Poland
Managing in Romania
Managing
in Switzerland
