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MANAGEMENT CULTURE

OF DIFFERENT
COUNTRIES
Management Culture in Belgium
This handy guide from Expertise in Labour Mobility includes information on business
hierarchy, negotiations, and etiquette.
Hierarchy

In Flanders, organisational structures tend to be flat and procedures are easily comprehensible. Things
like job title and size of office are likely to be of less importance than a good salary. Although the
superior remains the final decision-maker at all times, Flemish employees prefer a manager who
allows his/her subordinates to co-decide.

Compared to Flanders, the relationship between superiors and subordinates in Wallonia still tends to
be rather formal. Similar to the French, most Walloons value a well-structured organisation with a
clear hierarchy and true leadership. Likewise, someones rank and title, a persons competences and
function within a company, size of an office etc., are quite important factors.

Strategy

Belgians usually strive towards reaching a compromise. Hence, winning a discussion is generally
regarded as less important than achieving mutual agreement. The decision-making process is
pragmatic, yet slow. However, it can lead to surprisingly creative solutions. At the same time, the urge
for compromise also gives rise to somewhat of a conservative attitude.
Meetings

The main priority at internal meetings in Belgium is to inform staff on decisions that have been made
at the top of the organisation. Furthermore, they are used to discuss ideas rather than to reach a
decision. In general, agendas are appreciated. Belgians like a meeting to be well structured and
focused.

Negotiations

Although Walloons tend to be more formal and indirect than their Flemish-speaking fellow citizens,
both equally seek for rational and efficient solutions. Yet, working in Belgium, you will soon realise
that people sometimes show a tendency to hold back on new ideas. It might in fact take some
persuasive argumentation to have a revised approach accepted. Thus do not overlook that also personal
appeal is an important factor during negotiations.

Decisions

Decisions are taken at the top of an organisation. In Flanders a lot of decisions are reached on the
grounds of an overarching consensus, whereas for the Walloons hierarchy and authority are potentially
more important. Therefore, Belgians often engage in long, critical discussions before agreeing on a
resolution in order to make sure that they have considered all the alternatives.
Time Perception

Attending a meeting, everyone is expected to be on time punctual according to schedule, that is.
Watch out: arriving late might brand you as unreliable!

Regular office hours are: Monday to Friday, 9.30 - 17.00/18.00, with typically a 30-60 minute lunch
break around noon.


Appointments

Belgians do not particularly enjoy conducting business over the phone; personal contact is much
preferred. It is advisable to arrange appointments at least one week in advance. Avoid scheduling
appointments in July or August, as most people are on vacation during these months. The same
accounts for the week before Easter, and the time between Christmas and New Year.

Meeting & Greeting

Displaying ones good manners is of importance in Belgium. In a business context, Belgians use the
personal pronoun vous/u to address one another. Only switch to the informal tu/je or to first names
when your Belgian counterpart proposes so. The use of academic or professional titles is not strictly
required.
A brief handshake is the regular greeting. Once a relationship has evolved, three kisses on the cheek
may replace the handshake. Men are not supposed to kiss other men; they always shake hands.


Dress Code

In a Belgian working environment, clothing is rather formal, not extremely high fashion, but elegant in
a more traditional sense. Men are expected to wear dark suits and ties, while women wear business
suits, dresses, or skirts and blouses. When invited to a Belgians home, you do not necessarily have to
dress this formal.

Wining & Dining

Belgians are known to keep their business and their private life strictly separated. The home is
reserved for family and close friends. Business over dinner therefore will take place at a restaurant.
After you have arrived, wait for your host to introduce you to the other guests. Furthermore, wait to
see if your host or anyone else offers a toast before sipping your drink. Belgians take pride in their
local cuisine, hence praising a meal will be an earnest compliment.

While also lunch is a popular time for business meals, business breakfasts are rare and generally not
appreciated.

Use of Business Cards

Throughout Belgium, business cards are widely used. The card should state your name and job title as
well as your academic title and of course the company you are employed with.

It is advisable to have one side of your business card translated into French or Dutch. This will
demonstrate respect and understanding of the linguistic heritage of your colleagues. Should you be
frequenting meetings in both language areas or in the bilingual capital, have two sets of business cards
printed, and be careful to use the proper ones!


France
MANAGEMENT CULTURE
Management culture in France
This handy guide from Expertise in Labour Mobility includes information on business
hierarchy, negotiations, and etiquette. Updated 2011.
Hierarchy

In France both business and political life are characterised by a strong hierarchical structure in large
companies. Positions and the corresponding power are clearly defined. And when dealing with the
French, you should stick to formal etiquette.

Respect for authority in French organisations is based on respect for competence. The PDG
(PrsidentDirecteurGnral) or patron (general manager) will be expected to possess a strong
authority and general expertise. Usually, the patron does not have any personal relationship with
subordinates in or outside of the office. He/she is shielded by his/her secretary. Hence, if you try to
contact people at top positions you always have to get past their secretary first!

Strategy

Strategies are usually developed on a long-term basis. The larger the company, the longer and the
more elaborate the planning. Planning is done at the top of an organisation, never by the staff. The
PDG decides what has to be done and depicts his/her ideas.

A vital part of communication in French organisations is partly hidden beneath a complex network of
personal ties and alliances that helps people to get things done.

Beyond that, the French language often employs rhetoric and philosophical devices, as an indicator of
education and status. The French like abstract reasoning, theories, and logic so much that it sometimes
confuses straightforward, pragmatic thinkers, like for instance the British.


Meetings

The French hold meetings simply to discuss a certain subject at stake, and the time will be used to give
instructions and to co-ordinate on-going actions. Important decisions are hardly ever made during the
meeting itself.

The seating at most meetings is arranged in coherence with the companys hierarchical order. Be
aware that there is an evident difference between a manager - the patron - and his or her subordinates.
Meetings with a tight schedule and a detailed agenda are most common.

Negotiations

The French business protocol requires formality and aloofness during negotiations.

Foreigners to France have repeatedly described the initial posture of the French towards new ideas and
new products being somewhat condescending. It is often perceived, that the French do not see their
counterpart as equal you are either better or worse than them! Nevertheless, you should remain polite
and calm during negotiations. Illustrate how your ideas or products could be of great value to them.

Decisions

Reaching a decision can be a lengthy process, since every aspect will be extensively analysed and all
matters are discussed in detail. Keep in mind that verbal agreements have no binding value.


Time Perception

The French take punctuality seriously and it is considered a sign of courtesy to be on time.
Office hours are from 8.30/9.00 till 18.00, Monday to Friday, with typically a long lunch break
between 12.30 and 14.30.

Appointments

Appointments are necessary and should be made at least 2 weeks in advance. A good time to schedule
appointments is at 11.00 or 15.30 Avoid scheduling meetings during August, as this is a common
vacation period.

Meeting & Greeting

A handshake is a common way of greeting in France. Family, close friends and long-term colleagues
kiss on both cheeks (depending on the region people originate from they kiss two or four times).

Colleagues of the same age and same level will use first names and the informal pronoun tu. But in
contact with superiors monsieur (Sir) and madame (Mrs) and only the formal vous is used to
address one another.

Keep using surnames and the appropriate titles until you are specifically invited to do otherwise.


Dress Code

Elegance is the keyword in this context: Men wear conservative suits and ties, and coloured, white as
well as striped shirts. Women wear conservative suits, dresses and pant suits. Suit-jackets stay on in
offices and restaurants.

Wining & Dining

Invited to a dinner party at someone's home you should typically arrive 15 minutes late, but make sure
you are on time for a social gathering at a restaurant.

The French do not like to do business over dinner. Dinner is more of a social event and a time to enjoy
good food, wine and discussion. Be prepared to discuss French culture, heritage and politics.

In France cooking is considered as a form of art. Enjoying good food and (French!) wine is highly
appreciated.

Use of Business Cards

Business cards should mention academic title and job title. Give your card to the receptionist or
secretary upon arrival. At meetings, business cards are exchanged after the initial introductions.
This information is based on the Looking for work in France guide (ISBN 978-90-5896-056-6),
written by Expertise in Labour Mobility. This one-pager is one step to making your international
career aspirations become reality. The full Looking for work in France guide tells you everything you
need to know. If you want to order or find out more information about our services, have a look at
www.labourmobility.com.





Spain
MANAGEMENT CULTURE
Management culture in Spain
Conducting business in Spain is not just about having long lunches and patience. This handy
guide from Expertise in Labour Mobility includes information on business hierarchy,
negotiations, and etiquette.
Hierarchy
In Spain, most companies are still hierarchically structured, although the old mindset is changing at
high speed. For instance family-owned businesses as well as most government undertakings are run in
a traditional Spanish way, i.e. with strictly separated divisions and a strong hierarchical system.

However, the strong hierarchical and bureaucratic organisational culture is changing due to a growing
number of young managers educated abroad and changes in Spanish society itself. Throughout the
Spanish economy, individualism is predominant in management, whereas teamwork is not so much
appreciated.

Strategy
In Spanish organisations, planning does not seem to be that important, mainly because no one can
predict the future. The strategy of an organisation is the sole responsibility of the managing director
or the owner of the company, who trusts more on intuition than on systematic research.

Meetings
Meetings are merely held to give instructions to and exchange ideas with subordinates; making
decisions or reaching consensus is not the key activity.

Spaniards are very social people. It is not uncommon to discuss matters that are rather personal, even
during a first meeting with someone.

You may criticise certain Spanish customs, but do not under any circumstances say anything that
might be offending their personal dignity or honour. The first meeting is generally formal and is used
to get to know each other. Non-verbal communication may tell you which things are not being said out
loud.
Negotiations
Catalans prefer a professional negotiation style, in which bargains are not the main aim. In the South a
more traditional, formal style of negotiation is appreciated, in which bargaining is cherished.

In general, Spaniards consider it rude to answer a request negatively. Generally, negotiations are a
process that requires time. Getting acquainted with your business partner is of great importance in
order to be successful.

Decisions
Despite the changes in Spanish society, decisions are still taken at senior management level, often by
the senior executive alone. Likewise, a modest employee is more appreciated than an assertive
employee.

Many things are currently changing within Spain, but people still prefer some clarity on who makes
the decisions and who is the boss. If a subordinate has a problem, he or she will expect his or her boss
to take care of it.

Time perception
To understand the Spanish conception of time, one needs to know that for the Spaniards time was
created by god to meet people. Often jokes are made about the maana feeling in Spain. In fact,
people do make long days from 8.30/9.00 to 19.30/20.00, with a long lunch break of two hours starting
at approximately 13.30.


Appointments
Appointments are mandatory and should be made in advance due to busy schedules. Do not try to
arrange a meeting between 12.00 and 16.00, people will be out for lunch.

Spanish people do appreciate others to be on time. However, some patience is still required.

Meeting & greeting
Greeting is an extensive ritual. Hands are shaken with everybody present. Kissing each other on both
cheeks is only done between people who know each other.

Note that it is not uncommon to be interrupted while speaking. Most of the time this simply means that
the person is honestly interested in what you are saying and is getting into a dialogue.

It is important that you allow sufficient time in order to let your business colleagues get to know you.
If your Spanish partner is not wishing to press business, be patient and wait till the second meeting
comes up.

Dress code
The way you present yourself is of critical importance when dealing with Spanish business people.
Spaniards usually spend quite some time and money on their outfit and appearance. Business dress is
classic, professional and conventional. Suits usually come in dark colours, although lighter colours are
not necessarily avoided. Women wear suits too, either with skirt or trousers. There can be an emphasis
on accessories and make up, yet it should never be flashy.

Wining & dining
Lunch and dinner are important when doing business in Spain. They are used to getting to know
people better. Spaniards rarely invite (business) friends to their home; instead they prefer to meet in a
restaurant or caf.

Long lunch breaks and dinners are common. Even in a business context, people generally will not start
discussing business before coffee has been served. First you enjoy the food and the company and talk
about anything but serious matters!

Use of business cards
Business cards are typically exchanged at the beginning of a meeting. They contain first name and
surname, job title, but no academic titles. When presenting your card, having one side of your card
translated into Spanish, generally leaves an amazingly positive impression.



Switzerland
MANAGEMENT CULTURE
Management culture in Switzerland
This handy guide from Expertise in Labour Mobility includes information on business
hierarchy, negotiations and etiquette.
Hierarchy
The Swiss appreciate sobriety, thrift, tolerance, punctuality and a sense of responsibility. This is
reflected in the way they do business. The business climate is very formal and conservative and
companies are structured in the traditional vertical manner.

The culture of companies can vary somewhat, depending on whether they are in the German, French
or Italian areas of Switzerland. Overall, one can say that decisions are taken at the top of the
organisation. In most organisations employees have little responsibility, although this differs from one
company to another.

The many international companies in Geneva have a more American management culture, they are
less hierarchic and employees hold more responsibility.

Strategy
Generally, the management of an organisation is at large responsible for the planning. Most companies
use detailed planning with a tight schedule, although organisations in the French and Italian areas may
have a more laid-back approach to strategy. Most of the planning is long term.

Meetings
Meetings are generally impersonal, brisk, orderly, planned and task-oriented. It is important to prepare
yourself in advance of a business meeting.

The Swiss tend to get right down to business after a few minutes of general discussion. Be aware of
the fact that non-verbal communication, such as body language, is very important and varies from
region to region in Switzerland.

Note that organisation, procedure and planning lie at the heart of Swiss business success. Clear
systems are all-important. Meetings always have a detailed agenda that is followed to the letter.
Discussions are open but not aimless. Everyone is expected to contribute with the goal of arriving at a
consensus at high speed.

Please note that punctuality for business and social meetings is taken seriously.

Negotiations
During negotiations, patience is required. Discussions are very precise, cautious and sometimes tend to
be a little gloomy. Decision-making is slow and methodical. The Swiss are considered hard but fair
bargainers.

In any case, business is regarded with the utmost seriousness and humour has no place in negotiations.

Decisions
Swiss business culture has a rigid, deeply entrenched hierarchy. Only the highest individuals in
authority make the final decision. Moreover, although everyone involved or affected must be in
agreement, the final decision will pass unquestioned once it is reached. Organisations with strong
international orientation allow their employees a lot more responsibilities and distribute the level of
decision-making lower in the organisation.

Be aware that the 26 autonomous cantons in Switzerland make decision-taking for the entire country a
cumbersome process due to rivalry between the cantons.

Time perception
The Swiss take punctuality for business and social meetings very seriously and expect you to do
likewise. Only if you have a very good reason you are excused when being late.

Office hours are Monday to Friday, from 08.00 to 17.30.

Appointments
Appointments should always be made some time in advance. Do not be late to appointments and avoid
rescheduling.

Meeting and greeting
When meeting people, you shake hands with everyone present. Handshakes are firm and combined
with eye contact.

Use last names and the formal Sie/Vous/Lei until specifically invited by your colleagues or business
partners to use their first names; especially when there is a great difference in rank or age, first names
are not used. First names and the informal title du/tu/tu are generally reserved for very close friends
and family.

Please note that in the French-speaking region the use of the first name is often combined with the
formal vous.

Generally, the Swiss take a long time to establish personal relationships. Yet if you are willing to put
in the time and effort, the bond you establish with them may prove to be very worthwhile.
Dress code
Your appearance should always be clean and neat. In a business setting, dress should be conservative
and formal and certainly not too fashionable. During official meetings, men should wear dark suits and
ties; women should wear suits or dresses.
Wining and dining
Business and private life are strictly separated. It is therefore not acceptable to call a Swiss
businessperson at home, unless there is an emergency. Business entertainment is almost always done
in a restaurant and spouses are generally included in business dinners. Business breakfasts are not very
common. It is rare to receive an invitation to someone's private home. If this does happen, be aware
that it is a great honour.

Business cards
Hand your business card to the receptionist upon arrival and give one to every person you are meeting
with.

Business cards should mention academic title and job title. However, your rank within the corporate
hierarchy is even more important. When designing your card, you might consider having your
professional title printed in a different font.

It is advisable to have your business cards printed in both German and French. English business cards
are accepted widely.
This information is based on the Looking for work in Switzerland guide (ISBN 978-90-5896-072-6),
written by Expertise in Labour Mobility. This one-pager is one step to making your international
career aspirations become reality. The full guide tells you everything you need to know. To order a
copy or to find out more about Expertise in Labour Mobility services, visit www.labourmobility.com



US and China
MANAGEMENT CULTURE
3 Main Differences in Management Culture between the US and China
Differences in management culture can have a big impact on employee and company performance.
Often having a good understanding of what these differences entail and how they can influence your
work, can go a long way in helping you overcome many of the obstacles that impede you from
performing at your highest potential. The United States and China have become closer trading partners
in the last decades, making it quite common for people from both countries to work together on a
regular basis. Last January, when president Hu of China met with US President Obama, Hu said the
following in his speech:

We both agreed to further push forward the positive cooperative and comprehensive China-U.S.
relationship and commit to work together to build a China-U.S. cooperative partnership based on
mutual respect and mutual benefit, so as to better benefit people in our own countries and the world
over
There are, however, many differences in the way the Americans and the Chinese do business.
Especially the management culture has a large impact on the overall way of doing business within
organisations. We will focus today on what we believe to be the three main differences in management
culture between the United States and China. These differences are based on the following three
factors:
Responsibility and Accountability
Perception of Time
Individualism vs. Collectivism
Responsibility and Accountability
The way that responsibilities within an organisation are delegated or given to its employees changes
the way that employees behave within their organisation and how the organisation performs. The way
employees are given responsibilities or not also affects accountability within an organisation. This
affects the mentality of the employees in both the United States and China. In the United States
employees are given tasks which come with clear and designated responsibilities. Employees are then
held accountable for their performance regarding the tasks assigned to them. In China, employees are
given far less individual responsibility in the workplace, which means that they are often not
individually accountable for a specific task or project, but are rather judged as part of a team or group.
Perception of Time
Doing business in the United States is to the point, and often occurs at a much quicker pace than in
China. Apart from being on time, which is absolutely vital in China, it is also important to build
relationships with people before doing business. This often prolongs the time spent in discussing
business and making decisions. This can be quite frustrating to an American, who would much rather
get the deal done, and move on to the next thing. Furthermore, in China they focus on long-term
commitments for which the Chinese expect long-term rewards, whereas in the US its very much the
opposite. Americans expect short-term rewards for their work. Additionally, when doing business with
the Chinese, you must take into account the importance that the Chinese give to not losing face in
front of a group. Never will the Chinese make someone in their group look stupid or ignorant. This
makes their conversational style very indirect, and you often cant tell by their words what they are
thinking. This can make business discussions take a lot longer than Americans are used to. Americans
are far less occupied with the thought of whether they might make someone lose face or not, and more
with trying to close the deal. Punctuality is extremely important in China. To the Chinese, being late is
extremely rude, and a sign of disrespect. Although Americans value punctuality as well, they will take
a more flexible attitude towards it.
Collectivism vs. Individualism
Although we have always qualified the Chinese society as one in which collectivism is preferred over
individualism, things are changing in the 21st century. Probably due to the fact that the Chinese
market has opened up significantly in the past decades, Chinese managers have taken over some traits
from their Western counterparts. Studies have shown that some Chinese managers now have
internalised some Western values such as individualism, alongside more traditional values such as
loyalty and responsibility. However, social obligations to a higher authority and to the family are still
deemed very important in China, even more important than rules directed at protecting the individual.
This collectivist culture still influences the management culture in China in a big way. In The United
States organisations have a far more individualistic culture, which emphasises individual tasks, goals,
and performance. For Americans, achievements and success are deemed far more important than
seniority, or any type of social standing or class. Doing something extra or using your creativity to
tackle problems is something which still sets Americans apart from the Chinese.


South Africa
MANAGEMENT CULTURE
Management culture in South Africa

This handy guide from Expertise in Labour Mobility includesinformation on business hierarchy,
negotiations and etiquettein South Africa.

Hierarchy
The South African economy is dominated by large corporations with a relatively underdevelopedsmall
and medium enterprise sector. Consequently, the traditional South African organisationalstructure is a
pyramid, consisting of many layers with a strong vertical inclination. However, due to
global management trends of the recent past structures have been flattening. Decentraliseddecision-
making and more responsibility at the lower organisational levels are the result of theglobalisation
process.
Groups within South Africa tend to live side by side rather thanmerge. For a foreigner, not aware of
the strong influences Apartheidstill holds for the South African society, this may feel slightly
surprising. Nonetheless South Africans do share a common identity,even though no one is able to fully
explain what this South Africanidentity entails . Moreover, there is a strong group orientation,
which is noticeably strongest among black South Africans.South Africa is a collectivist culture, with a
high priority given to(extended) family or other group interests. Talking about differentgroups within
society is not uncommon, but political correctness hassometimes had some (unwanted) side effects
when strong positivediscrimination made it very difficult for white higher educated Sud Afrikaners to
find work at theireducational level. Currently, this has evened out but sometimes foreigners are taken
aback at thestill present self-censoring mechanisms.

Strategy
Planning is done on a short-term (one-year) to medium-term (five-year) basis. Nevertheless, a lot of
larger and progressive organisations have developed long-term strategic plans and initiatives
covering up to ten years or more. Though the country is growing more business friendly after having
ended its long isolation, a foreigner to South Africas complex legal framework and tax system is well
advised to seek the assistance of local professionals.

Meetings
Meetings can be rather informal. Be punctual according to schedule; yet do also plan some time in
between two meetings in case the other will make you wait. There will considerable time to engage
into small talk at the beginning of a meeting, to greet the participants and exchange business cards.
Gift giving in a business context is uncommon in South Africa.

Negotiations
The most important aspect of conducting business successfully in South Africa is building stable
personal relationships, because the majority of South Africans want to trust the person they are
dealing with. Direct confrontation tends to be avoided. Most South Africans do not appreciate
haggling over profit and expenses. Instead, they aim at creating a win-win-situation for the mutual
benefit of all parties involved.

Decisions
The responsibility of decision-making is usually passed up the hierarchy. Disregarding this tradition
would mean to challenge the established order of things, and is not necessarily an advisable move!
Trying to avoid any unnecessary delay, it is pr
the authority to make decisions. Note that a lot of the time deadlines are not really perceived as
binding commitments but rather as somewhat fluid. It is therefore advisable to include dates when
setting up a contract with your business partners.

Time perception
Throughout South African business life it is essential to be on time, especially when attending a
meeting. And in this case, being on time means being at the givenspot, preferably ten to five minutes
before the actual meeting startsaccording to schedule.

Appointments
Appointments are necessary in South African business life. Regardlessof their cultural background,
most South Africans clearly preferto-face encounter to a telephone call or email contact.
Avoid scheduling meetings from mid December to mid January or thetwo weeks surrounding Easter,
as these are prime holiday periods.

Dress code
At work business people are generally dressed mhowever, to also come across people dressed in
traditional African garments at work or duringbusiness meetings. This is certainly common during
evening gatherings and dinners.

Wining and dining
Business lunches and dinners are very common in South Africa. Also business breakfasts are quite
popular. Although actual negotiations are not carried out during a meal, business may be discussed.

Business cards
It is common to exchange business cards at a meeting,
This information is based on the
90-5896-082-5), written by Expertise in Labour Mobility. This article is one step to
making your international career aspir
work in South Africa guide tells you everything you need to know. If you want to
order a copy or find out more information about our services, have a look at

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