STRATEGIC MANAGEMENT MBA – BULSU

FOREIGN BUSINESS CULTURE

 It is a set of beliefs and values about
how a community should act and do
WHAT IS CULTURE? things.
A set of common and accepted norms
shared by a society
It is the values and behaviours
BUSINESS CULTURE that contributes to the unique
social and psychological
environment of the business. It
influences the way people
interact.
It represents collective values,
beliefs and principles of the
members
 JAPANESE BUSINESS CULTURE
BUILDING RELATIONSHIP
- Japanese give importance on group loyalty and consensus, a concept called Wa.
All corporate activities encourage the concept of Wa
1. It requires that all of the members of the group agree and cooperate
2. Constant discussion and compromise as a result.
3. Japanese managers evaluate the potential attractiveness of alternative business
decision in terms of long-term effect on the group’s Wa.
- Japanese has relationship-oriented culture. They want to know and trust someone
before they do business with someone.
JAPANESE BUSINESS CULTURE
MEETINGS AND COMMUNICATION
- Informal meetings are common, discussions are generally conducted in very
informal settings such as at a bar. Formal meetings are often conducted
- Silence is a plus in formal meetings
- When confronted with disturbing questions, managers often remain silent
JAPANESE BUSINESS CULTURE
DRESS CODE
- Business attire is conservative, Men should wear dark-coloured business suits with
white shirts. Jewellery for men is minimum – a watch and a wedding ring. Women
should dress conservatively and in subdued colours.
BUSINESS CARDS
- they exchange business cards as an essential part of initial meetings in Japan and
follows a strict protocol, handing it over with two hands and receiving by one.
ATTITUDES
- they are quiet, distant and introspective. Their usual impression is calm and humble.
AMERICAN BUSINESS CULTURE
COMMUNICATION STYLE
- American use a very direct style. Typical phrases are
“lets get to the point” and “what’s the bottom line”
- When conflict arises, they directly and openly communicate.
Silence moments in conversation makes them feel uncomfortable.
- they are usually talkative, insensitive, direct and individual-
oriented
- they usually use blunt criticism, ask prying questions and make
quick decisions
 AMERICAN BUSINESS CULTURE
WORKING HOURS
- American has a widespread beliefs that every individual can succeed and prosper
financially. They usually work for long hours and takes overtime.
- Time is money – punctuality is essential part of American Culture and lateness is
considered disrespectful and rude.
MEETINGS
- Schedules of meeting are important and deadlines are strictly followed by everybody
- In meetings and negotiations, great emphasis is to put on getting the best results in the
quickest possible time – time consciousness of the American always takes place.
BUSINESS CARDS
- It is infrequently distributed and usually not exchanged. Done casually and does not
follow set of rules.
 MEXICAN BUSINESS CULTURE
 Mexico is an authoritarian society. Mexican is an activity oriented.
 Employer seek for respectful and obedient rather than creative and
innovative.
Mexican business has cordial and friendly atmosphere. They usually
prefer harmony than conflict
Low tolerance for adversarial relations or friction at work
Employers are paternalistic, providing more than the pay check
(weekly food baskets, free meals, free bus service are part of their
compensation)
 MEXICAN BUSINESS CULTURE
 Ideal working condition for a Mexican worker is the family model, with people
working together and doing their works according to designated roles
 Mexican workers want to be closely supervised, cared for and corrected in a
civil manner
They do not compelled to follow rules. Thus sign to wear earplugs or safety
glasses, or attendance or seniority policies, and even one-way street signs are
usually ignored.
Opinions expressed by employees are often regarded as back talk
Supervisors are viewed as weak if they explain the rationale for their orders
to workers
Tardiness is common.
COMMUNICATION ACROSS COUNTRIES
1. Italians, Germans, and French generally do not soften up executives with praise
before they criticize. Americans do soften up folks, and this practice seems
manipulative to Europeans.
2. Israelis are accustomed to fast-paced meetings and have little patience for
American informality and small talk.
3. British executives often complain that American executives chatter too much.
Informality, egalitarianism, and spontaneity from Americans in business settings jolt
many foreigners.
4. Europeans feel they are being treated like children when asked to wear name
tags by Americans
COMMUNICATION ACROSS COUNTRIES
5. Executives in India are used to interrupting one another. Thus, when American
executives listen without asking for clarification or posing questions, they are viewed
by Indians as not paying attention.
6. When negotiating orally with Malaysian or Japanese executives, it is appropriate
to allow periodically for a time of silence. However, no pause is needed when
negotiating in Israel.
7. Refrain from asking foreign managers questions such as “How was your weekend?”
That is intrusive to foreigners, who tend to regard their business and private lives as
totally separate.
THANK YOU FOR LISTENING 