Share|
Sep 02

Cross Cultural Training: How to Compete Successfully on the Global Market

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Organisations increasingly send employees abroad on international assignments all over the world. While this has several advantages such as an increased global reach for the organisation and access to a broader talent pool, it also creates a large array of new challenges for international assignees who have to adapt to new working practices and communication styles. Helping international assignees to develop their intercultural skills through cross cultural training is crucial for global organisations that require successful communication and collaboration across cultures.

width=

Understanding the impact of culture on business and working practices is vital. Our behaviours and values are widely influenced by our cultural background but this can sometimes be difficult for foreigners to decipher without the right cultural tools and understanding. A comprehensive analysis of cultural values in specific countries can significantly help employees to decipher key cross cultural attitudes towards aspects such as time, hierarchy or risk. Culture also influences how we communicate verbally, non-verbally and virtually. All these cultural elements can hinder effective communication within international teams and cause cross cultural misunderstandings and frustrations if not understood or managed.

Being aware of cross cultural business practices is sometimes not enough. When organisations decide to send employees to work on short or long international assignments, it’s important that they consider the support options to ensure that expatriates understand the impact of culture on their daily life. How to socialise, hints of the country’s environment and useful information for the other members of the family are just a few examples of what a cross cultural training course can provide international assignees. These elements must be taken into consideration as they can greatly reduce the culture shock upon arrival.

A lack of cultural awareness can harm business opportunities and cause organisations to lose large amounts of money and time spent on human resources. Communicaid’s cross cultural training courses are specifically designed to provide key information and insight needed by the international assignees and their family, enabling an easier adaptation process which is essential for a successful personal and professional experience on the global market.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • •
Share|
Aug 31

Challenges of Doing Business in Germany

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Most people associate German business culture with efficiency, quality and high technical standards. With the fifth largest economy in the world and a great degree of openness to international trade and business, Germany has established itself as a key economic power on the global stage making doing business in Germany more attractive than ever.

© istockphoto.com/ Wrangel

Doing Business in Germany without adequate cross cultural awareness, however, is a risky proposition. The cultural values of German business culture at the root of the country’s economic success can also prove a source of cross cultural misunderstanding for global companies doing business in Germany. Cross cultural awareness training courses highlight the cultural risks your organisation is likely to encounter when doing business in Germany.

These stem from a number of factors, some of which are described in more detail below.

Hierarchical Company Structures

German business culture places a great value on hierarchy. German businesses therefore follow a strict hierarchical structure, where decisions tend to be made at the top and communication is usually vertical. Status is acquired and assigned on the basis of merit, and the highest positions in a German company will be held by the most technically qualified and experienced employees. For international organisations doing business in Germany this hierarchical structure can affect negotiations and meetings which may seem to take longer than expected. You may perceive the plethora of procedures and policies as excessively slowing things down and creating mistrust. In truth, your German counterparts are most likely looking closely at all details and waiting for decisions to be made at the appropriate level. While decision making processes may be slow, the final result will be of the highest quality, as German products are renowned to be.

Strong Departmental Rivalry

When doing business with German companies, you should be aware that you may come across strong departmental rivalry. This may be actively encouraged by German managers in order to get the best out of their employees and staff. While it arguably contributes to a competitive product and high levels of efficiency, it means that you should be sure of communicating and sharing information with exactly the right parties and people within the German company with which you are doing business. Make communication channels clear from the start and ensure you are aware of who the key decision makers are on the German side.

Direct Communication Style

German businesspeople tend to communicate in a very direct manner. They will give you their opinion openly and straightforwardly and they will expect the same from you and your colleagues. Humour does not tend to be valued or used in business, so be aware that using humour can be inappropriate and unprofessional. You and your organisation need to be aware of this cross cultural difference as your German counterparts can otherwise be seen as blunt and undiplomatic. In negotiations, you should read any criticism as a constructive contribution to improve the outcome, rather that an attack of the person in charge. If you are working under a German manager, don’t expect praise, as a good job done is the minimum you will be required to do.

Understanding German business culture and developing the cross cultural skills to decipher its influence on business relationships with your German counterparts makes the difference between a profitable venture and a failed one when doing business in Germany. Cross cultural awareness can help you tip the balance of negotiations with German businesses in your company’s favour, greatly contributing to your company’s global success. Cross cultural awareness should form part of the know-how of all internationally focused organisations and can be developed and harnessed through Communicaid’s bespoke cross cultural training solutions.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • •
Share|
Aug 17

The Impact of Ramadan on Global Business

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

It’s the Maghrib hour, just after sunset, and you are sitting on a carpet in a big tent being served juices and mint tea, snacking on dates. There are lots of people around you and the atmosphere is one of fellowship and joy. Any ideas where you might be? You have been invited to an Iftar, a breaking of fast ceremony which you may be lucky to experience in the next month if you are planning a business trip to a Muslim country.

© istockphoto.com/ Clu

Ramadan started on Wednesday 11 August this year and lasts for one month. If you are doing business in countries that observe Ramadan, such as Saudi Arabia, then you may find things a bit different than the rest of the year. You may find it difficult to arrange business lunches, your Muslim counterparts might be feeling tired or irritable during meetings and shops and restaurants will usually be open only during restricted times. Bank and other services may also be interrupted regularly for prayer times during the day. Being aware of how Ramadan impacts both social life and business will help you avoid any loss of time while you are there.

People doing business in Muslim countries during Ramadan often find a lower level of productivity, increased difficulty in meeting deadlines and challenges scheduling meetings. If you are travelling to a country which observes Ramadan, you may have the honour of receiving an invitation to attend the ceremonies that take place after the fasting hours. Iftar in particular substitutes normal business lunches and being invited is a sign of trust and friendship so you should accept. People with good interpersonal skills, cultural awareness and an understanding of the social etiquette during Ramadan will be more likely to have the opportunity to be involved which can help the relationship-building process.

Doing business in Saudi Arabia or any other country which observes Ramadan requires an ability to identify and understand the expected behaviours and the appropriate topics of conversations that would engage your Muslim counterparts. Communicaid’s Cultural Awareness Training Middle East courses such as Doing Business in the Middle East provide you with the necessary knowledge and understanding to overcome any cultural barriers. Cross cultural training also helps you to develop the skills to be able to learn and recognise crucial factors such as respecting face and status when trying to create new business relationships with counterparts in other cultures.

Although a lot of things may appear closed during this period, not everything is dormant during Ramadan. For example, the Holy Month is a peak season for sweet shops, with sales increasing up to 30%. Some telecommunication companies have also adapted their products for the Muslim market by adding special features such as Islamic chants, videos and ring tones relating to Ramadan.

Another successful initiative was started by Samsung who has agreed to give part of its profits to a humanitarian organisation every time certain products are purchased during Ramadan. “The Holy Month is the perfect opportunity to demonstrate the company’s commitment to corporate social responsibility and ongoing dedication to helping those in need”, said the head of Corporate Marketing at Samsung.

Being able to relate to the cultural values of a specific market and showing respect towards them will open many oportunities for your business. Building effective business relationships is one of the pillars for doing business in the Middle East successfully, so Ramadan could be the perfect time to approach new ventures. Provided that your cultural understanding is strong, you will find plenty of opportunities to build relationships with your Muslim counterparts during Ramadan.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • • •
Share|
Aug 12

The Importance of a Global Mindset for Success Overseas

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

In the current worldwide economic situation, being culturally aware and interculturally competent is a must for success in this highly competitive international market. Successful business people from all over the world are competing for top positions in international organisations. Being business savvy and having a good track record at home is no longer enough to secure the best roles in the global arena.

© istockphoto.com/ Kasia

According to new research published by the Harvard Business Review, a ‘global mindset’ is what candidates need to be successful in a global role in which they will need to be capable of adjusting to different environments and have the ability to work effectively with international colleagues. This ‘global mindset’ is defined as having three key elements: intellectual, psychological, and social capital.

Looking at how two people, one with and one without a global mindset, deal with cultural difference and international situations can give us a very good idea of how important having a global mindset is for anyone in a global role.

Alan, a promising employee at a US-based manufacturer was sent to Beijing as general manager for consumer products. He was excited by the challenge and looked forward to helping his company through a difficult period which was due to internal tensions that were interfering with the growth of the company. Before he started his new role he researched Chinese culture and read that the Chinese tend to think collectively and prioritise the interests of the group. As he started his work in China he emphasised the need for cooperation and teamwork amongst his employees in order to improve the situation and achieve the desired results.

After 60 days however there were no visible improvements and Alan found that although his employees had agreed to all of his suggestions, they had not committed to any specific action and were also not holding anyone accountable for the lack of improvements. Alan soon started to lose confidence in his abilities, took a dislike to Chinese food and Chinese culture and ended up returning to the US before the end of his international assignment in China costing the company wasted time and money.

Debra, Alan’s colleague, had a completely different experience when she was sent to Sao Paulo under similar circumstances. She was expected to turn around operations affected by low productivity and poor staff morale in a short timeframe. Unlike Alan, Debra was born in Venezuela to US military parents, had travelled extensively throughout her life and was fluent in several languages. Debra quickly embraced her new position and sought input from the local staff about what needed to be done to improve productivity. She did her research and took every opportunity she could to reach out to her staff. Within months, her project was back on the right track.

So although Debra’s background was more international than Alan’s, why were their experiences so different?

According to experts, the intellectual, psychological and social capitals that make up a ‘global mindset’ are each comprised of three key attributes that can guarantee organisations that their assignees are ready and likely to succeed in an international assignment. These attributes are:

Intellectual Capital: Global business savvy, cognitive complexity and a cosmopolitan outlook.

Psychological Capital: Passion for diversity, thirst for adventure and self-assurance.

Social Capital: Intercultural empathy, interpersonal impact and diplomacy.

Debra’s previous experiences abroad and her knowledge of other languages and cultures helped her to better understand her new employees and how she needed to deal with them in order to increase staff morale, confidence and productivity. She possessed, apart from talent, the ‘global mindset’ required for the international assignment set by her company. While Alan was talented as well, his skills weren’t as transferable to another culture given his lack of previous exposure to an international environment.

Debra was born into a different culture and had international experiences from an earlier age than Alan. However, the skills necessary for success in international assignments are not necessarily skills you are born with but can be acquired through cross cultural awareness training and international exposure.

Cultural awareness training programmes can equip you with the relevant tools and strategies to communicate efficiently with foreign counterparts and reduce the stress coming from a new and international context. They can also help you to adapt your management styles and understand the motivation factors and expectations of your new counterparts, ensuring a good working atmosphere. Getting familiar with their cultural values will also help you to decipher their behaviours and thus avoid critical incidents which can jeopardise a project or a profitable business opportunity.

Communicaid’s specialist courses such as cultural training for Relocation, Managing International Teams or Effective Global Leadership can provide you and your company the necessary knowledge and skills required to thrive in the international arena. By being culturally aware and prepared to work across different cultures, employees of international organisations who posses this ‘global mindset’ are invaluable assets to their company, capable of increasing their chances of success and of profitable international assignments.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • • • • •
Share|
Aug 03

Negotiating across Cultures – Is Losing your Temper a Good Strategy?

Cross Cultural Training, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

An international team of French and American researchers recently conducted experiments on the effect of anger during international negotiations. The experiments involved 130 Americans, 63 of whom had a European background while 67 had an Asian background. The aim of this study was to establish whether or not anger could be used as a tool to influence a foreign counterpart, regardless of his/her cultural core values.

© istockphoto.com/ Nyul

The results are clear: Americans with a European background are more likely to accept demands coming from a counterpart who openly shows their frustration or anger. However, using this particular strategy will be ineffective with Asian interlocutors. But how can we explain these differences?

In Europe, negotiations are usually seen as a test where both parties confront their strengths: the strongest wins while the weakest inevitably loses and is the one who makes compromises. In this context, showing anger or a strong display of emotion can be a way to influence the outcome of the negotiations as well as a way to express your will and eagerness to succeed.

This strategy may not be effective everywhere in Europe however. For example, showing emotions tends to be negatively perceived in countries with a neutral communication style such as Norway or Germany. On the other hand, countries with an affective communication style like Spain or Italy tend to accept displays of anger or strong feelings.

Meanwhile in Asia, the importance of harmony is paramount and is present even during business negotiations. Building this harmony takes time but it can result in consensus and a win-win situation. Asians also tend to be obsessed with the concept of ‘face’ and will do everything they can to keep face during a negotiation. A loss of face in most Asian countries includes any sign of violent emotion such as anger or exaggerated eagerness. Shattering harmony is also considered inappropriate and can harm your reputation and jeopardise the whole negotiation process along with future business opportunities.

If we consider these huge differences in negotiation styles and expectations, it’s not difficult to foresee potential problems and risks that European and Asian negotiators may encounter during international meetings.

Providing employees the tools they need to understand their international counterparts and work effectively in a global context is key to success. Cross cultural awareness training courses such as Negotiating across Cultures or Doing Business in Japan can help you and your organisation to truly understand the complexities of cross-cultural negotiation styles and expectations and give you strategies to manage them effectively.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • •
Share|
Aug 02

Maintaining Peace in a Country at War: How can Cultural Awareness Training help Soldiers on the Front Line?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for the Public sector 1 Comment »

The debate concerning the international involvement in Afghanistan is currently raging after the massive leak of reports on the internet site Wikileaks. According to these reports, the situation in Afghanistan is extremely difficult, mainly because of the lack of support from the Afghans who some consider to be quite hostile to the international task force. There are around 100,000 multinational soldiers currently in Afghanistan carrying out duties ranging from fighting the Taliban to maintaining law and order to rebuilding projects.

In order to reduce the resentment of the local population toward the soldiers, many military commanders are starting to provide language training alongside intercultural training courses to their troops. This new approach is particularly interesting as it shows that military officers acknowledge the fact that interacting with the local population requires a specific set of cross cultural and linguistic knowledge and skills. Indeed, understanding the local population, unique customs and cultural values can help the soldiers to adapt to their new environment and interact more effectively with Afghans.

© istockphoto.com/Matthew Rowe

Knowing how to appropriately behave, especially with women or children, can greatly help soldiers in their daily roles. Cultural awareness training courses are important as they can also help soldiers understand essential do’s and don’ts to avoid critical incidents.

To take a simple example, while the “ok” sign formed by connecting your thumb to your index finger is perfectly acceptable for westerners, it is a particularly rude symbol in Afghanistan. In situations where there is a lot of noise or distance soldiers may signal to others with this sign. Afghans can take great offense to this and react violently.

Another example of cultural faux pas in Afghanistan that cultural awareness training can help soldiers avoid is that of the prayer rug. In many Afghan homes and even temporary accommodation like tents, Afghans will have a prayer rug. Without an understanding of the underlying cultural and religious values, many soldiers may mistake prayer rugs for normal rugs and walk over them with their shoes. This can be considered a great insult to their religion and therefore them as individuals. Having cultural awareness training before any post will help soldiers be aware of factors or actions that can cause great insult or offense damaging any relationship they are trying to build.

Cross cultural awareness training courses are even more effective if they are blended with language training courses as this combination will improve soldiers’ ability to socialise with the local populations. Being able to socialise with Afghans is extremely important as it prevents the creation of enemies, limits conflict and helps soldiers gather valuable intelligence about the situation on the ground. Most importantly, the knowledge gained in cultural awareness training blended with language training will help soldiers reduce the risk of dealing with the locals in Afghanistan and reduce the number of (sometimes deadly) critical incidents.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • • • •
Share|
Jul 30

BP has a New CEO: Did Culture Play a Role?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

BP recently announced the appointment of a new CEO: Robert Dudley, an American citizen who will take the helm of the oil company. Dudley will replace British national Tony Hayward who had been in charge of one of the world’s largest organisations for the last three years.

This decision did not come as a big surprise. Hayward is paying for the Mexican Gulf disaster which is considered one of the worst ecological disasters ever seen. Hayward’s very public role as CEO combined with several PR gaffes in the days that followed the platform incident have all played a role in him being replaced.

Most US journalists and communication specialists have pointed out a lack of commitment, concern and apologies from BP’s CEO during the oil spill. Hayward was also described as distant and not really interested in the events occurring in the Mexican Gulf.

© istockphoto.com/ Nick Cook

These accusations seem somewhat strange, however, if we look at the bigger picture. How could a CEO remain unconcerned when his company is responsible for a massive oil spill that will harm the brand’s image and potentially market value for decades? As emotions run high in the US and particularly in the Gulf of Mexico States it is easy for Americans to accuse the besieged BP Chief of being a callous polluter.

One of the key elements of this case is the nationality and culture of Hayward. As a British national, his communication style and core cultural values are different from those which you typically find in Americans. More precisely, Hayward is less likely to show his emotions openly. Brits are renowned for their reserve, straight face and lack of emotional display, even in tense and dire situations. Foreigners often perceive this to be quite cold and a sign of disinterest – hence the reaction from the American public.

Although much of Hayward’s communication style could be influenced by his national culture and values, much of his communication strategy was poor and things he said were inappropriate. This is where cultural awareness training can be really helpful. If he had known what kind of audience he was communicating to, what expectations they had of him and the style of communication they preferred, he could have adapted his approach to be more positively received.

A better understanding and awareness of US culture and communication styles could have helped Hayward to adapt and choose a better strategy to deal with this crisis. Americans are known to be more open and direct and tend to expect their leaders, businesspeople and celebrities to openly apologise in public when they have done wrong. Recent American history is full of incidents where famous “wrongdoers” have publicly apologised and been “rehabilitated” by the American public. After all, “To Err Is Human, to Forgive Divine” (Alexander Pope).

BP will have a new CEO in October. His primary objective will be to mend the image of the company around the world but particularly in the US. The fact that he his American will probably help him to find the right tone and style to accomplish this difficult task. Hopefully, his previous experience in other countries will also help him to adapt to other cultures as BP continues to work and expand in other international markets over the next few years.

Cross cultural awareness training programmes such as Communicaid’s Doing Business in the US or Managing International Mergers and Acquisitions can help organisations to deal with such cultural differences and react more effectively to crisis such as this one. Understanding the key differences in communication styles as well as cross cultural perceptions and business practices is essential for any organisation working in the international arena.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • • •
Share|
Jul 29

Avoiding Cultural Faux Pas in an International Context: Perceptions of Touching

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Touching is perhaps one of the most dangerous aspects of non-verbal communication and one that is often misinterpreted. While touching someone on the arm or shoulder during a conversation can be accepted and encouraged in some cultures, it can be regarded as highly inappropriate and nearing sexual harassment in other cultures.

© istockphoto.com/ Neustockimages

The vast majority of cultures however have a complex approach to this particular question. In most Islamic countries for instance, touching a woman can be completely taboo but it can be perfectly acceptable for men to hold hands in public as this is regarded as a sign of friendship. When and who you can touch, whether a handshake or an encouraging touch on the shoulder, can be hard to understand if you are not familiar with cultures where Islam plays an important role.

Another good example of where touch can be misinterpreted or confusing is in France. When doing business in France you may find that your counterparts maintain a high level of formality and will not have very much physical contact. The only time French tend to have any physical contact at work is when they greet and say goodbye, typically with a firm handshake or kisses on each cheek between close colleagues.

In more informal situations the French will usually greet other with a kiss on both cheeks, sometimes twice and sometimes four times depending on the region and relationship. Even men can be seen greeting other men with kisses on the cheek provided they are close relatives or friends. Once again, this kind of behaviour can be puzzling for anyone doing business in an unfamiliar culture, leading to critical incidents or awkward situations that may prevent them from effectively working in that culture.

Knowing and deciphering different non-verbal behaviours and gestures is crucial for anyone working across cultures, whether as an international assignee, global manager or project team leader. Cross cultural awareness training courses like Doing Business in France or Living and Working in Saudi Arabia can increase your understanding of non-verbal communication and other cultural differences to ensure you have the most relevant cultural tools and strategies for a successful international experience.

© Communcaid Group Ltd. 2010

Tagged with: • • • • • • •
Share|
Jul 27

How Politeness Impacts International Business

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Each culture has a set of unique idiosyncrasies. In other words, behavioural traits which have grown out of historical experience. These traits are so engrained in the psyche of the culture that it can be difficult to explain their origins or why they are still followed years, decades or even centuries later.

Outsiders or international assignees entering a new culture may be perplexed by what they perceive as strange or unnatural behaviour. Without proper pre-departure cross cultural training and support which gives international assignees an understanding of the culture, these cultural idiosyncrasies will remain distant, unexplained oddities that can prevent the assignee from having a successful expatriation in the new country.

© istockphoto.com/ Jacob Wackerhausen

A good example of where cultural idiosyncrasies often baffle foreigners is the UK. People who are not from Britain often say that the country is obsessed with courtesy and good manners. The British way of communicating is peppered with politeness markers and their behaviour can sometimes be perceived as too conciliatory.

In fact, in the UK the most minor omission of a politeness marker such as ‘please’ or ‘thank you’ or the wrong word order in a sentence can cause offence. Failing to observe the queuing culture or asking a question too directly can leave people with the impression that you are rude or disrespectful. International assignees living and working in the UK must therefore have an understanding of the culture and these unique politeness traits if they want to communicate effectively with their British counterparts.

The intricacies of politeness in the UK are complex and mostly subconscious behaviours that are considered the norm. Politeness markers are often used with complete sincerity or pre-thought. Let’s look at an example where a man and woman approach each other in a busy corridor both carrying papers. As they pass in the corridor, the man bumps into the woman and knocks her, causing her to drop some of her documents. The man says ‘sorry’, which would be considered quite normal for many as he is the one who knocked into her. However the woman also apologises. This happens frequently in the UK, and often confuses those who are unaware of the culture of politeness.

Another example often cited by non-natives revolves around taking the bus. Most British have the habit of thanking the bus driver as they get off the bus. There is no real reason for doing this as the bus driver has to stop at the bus stop and let them off anyway, and most of the time the driver is behind a window which makes it difficult to hear them. Nevertheless, most British adhere to this cultural norm on a daily basis. In many cultures, people believe that because the bus driver’s job is to drive the bus and to let you off, they have not done anything special for you and therefore do not deserve a thank you.

These differences in expected courtesy also affect the way people convey certain messages in business. Being unaware of such discrepancies between what it is said and what it is meant can cause some problems, especially in the workplace. One common example of this is how British people often request tasks to be completed.

For instance, your manager might ask you ‘Would you mind finishing this piece of work by the end of today please?’. This can be perceived as a request to complete the job without much urgency while in fact your manager could really be trying to say: ‘Get on with it and finish it by the end of the day!’. This misunderstanding can often cause the employee to take a longer time than required. If this pattern persists it may well cause frustrations between manager and employees.

These are just a few simple examples of how politeness in the UK can be a confusing thing for many foreigners and how it can impact international business. By attending a cross cultural awareness training course such as Communicaid’s Living and Working in the UK or Doing Business in the UK, business travellers and international assignees can gain the cultural understanding they need to successfully communicate, build relationships and adapt to life in the UK.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • • •
Share|
Jul 26

Global Leadership: What Makes the Perfect Leader?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Many anthropologists and intercultural specialists like Geert Hofstede and Fons Trompenaars have developed cross-cultural comparative models showing the main cultural differences between cultures. Their contributions as well as those of many other interculturalists such as Edward T. Hall are recognised as foundation models in the field of intercultural communication.

Although comprehensive, most of the work in the field to date is comparative, country-specific and focuses on elements of interaction and communication. Only of few cultural studies have focused specifically on how culture affects leaders and managers around the world. Even fewer studies have analysed the required set of skills and leadership capabilities managers need when working in a cross cultural environment.

© istockphoto.com/ Neustockimages

The GLOBE project is one research programme that looks to determine what qualities and characteristics the ideal leader should have in different cultures and what impact these cultural values and qualities have on global leadership, organisational culture and processes. Initiated by Robert J. House in 1991 and managed at Thunderbird University in Glendale California, the GLOBE project involves about 170 scholars from 61 countries.

By reviewing expected leadership qualities across these cultures, the GLOBE model shows what leaders should be aware of when operating in that country. For example, the research suggests that Americans look for leaders who will give them power and autonomy and lead the way with bold and clever ideas. Chinese on the other hand typically want their leaders to be able to give precise directions and orders but also inspirational and someone to look up to.

To find and isolate the most relevant cultural features, researchers working on the GLOBE project wrote and translated two questionnaires which focused on working styles within companies as well as the society as a whole. Through the analysis of the completed questionnaires nine cultural orientations were identified that relate to the characteristics of the perfect leader.  These nine cultural orientations are described briefly below.

Uncertainty Avoidance: the extent to which person or organisation tries to avoid unknown or unexpected situations and controls future events. In a management context this can be illustrated by the number of processes companies implement, the use of social rituals or the importance of bureaucracy.

Power Distance: how the power is shared within society or an organisation. The power distance value directly impacts organisational charts, the way decisions are made or even how people interact.

Individual Collectivism: how organisations and society incite people to share or undertake collective actions. In the business world, this value impacts the way people work, for instance alone or within groups.

Societal Collectivism: the level of pride and loyalty displayed by individuals toward their family, social group or company.

Gender Egalitarianism: how power is shared between men and women and how differences between genders are perceived. In organisations, this value is illustrated by the presence (or not) of women within the decision making sphere.

Assertiveness: the accepted degree of directness and aggressiveness within social and work relationships between individuals.

Future Orientation: the extent to which persons and organisations are ready to plan for the future. In organisations this value is illustrated in the confidence displayed in the future, the will of investing or the entrepreneurial spirit expected from the employees.

Performance Orientation: how performance and striving for excellence is rewarded by society or organisations. Organisations in strong performance oriented cultures will emphasise professional success before personal development.

Humane Orientation: the degree of reward individuals can get through kind, generous and altruistic behaviour.

The research conducted to date has been presented in the following two books:

  • Culture, Leadership and Organisation – an overview of the methodology and an analysis of 62 countries
  • Culture and Leadership across the World – an in-depth analysis of 25 countries

Cross cultural awareness training courses like Effective Global Leadership or Building International Teams can increase your understanding of cultural models such as the GLOBE project and how you can use them in your working context. Being aware of cultural differences and leadership expectations around the world will help you to motivate, inspire and manage counterparts more effectively while minimising the risks of critical incidents or misunderstanding.

© Communicaid Group Ltd. 2010

Tagged with: • • • • • • • • • • •
Previous Entries
preload preload preload