BUSINESS ACROSS CULTURE
1. Read this article and choose one of these titles for it:
When in Rome...
Travelling abroad
Doing business in Europe
Problems that business people face
Good manners, good business
I didn't mean to be rude!
nobody actually wants to cause offence but, as business becomes ever more international, it is increasingly easy to get it wrong. There may be a single European market but it does not mean that managers behave the same in Greece as they do in Denmark.
In many European countries handshaking is an automatic gesture. In France good manners require that on arriving at a business meeting a manager shakes hands with everyone present. This can be a demanding task and, in a crowded room, may require gymnastic ability if the farthest hand is to be reached.
Handshaking is almost as popular in other countries -including Germany, Belgium and Italy. But Northern Europeans, such as the British and Scandinavians, are not quite so fond of physical demonstrations of friendliness.
In Europe the most common challenge is not the content of the food, but the way you behave as you eat. Some things are just not done. In France it is not good manners to raise tricky questions of business over the main course. Business has its place: after the cheese course. Unless you are prepared to eat in silence you have to talk about something -something, that is, other than the business deal which you are continually chewing over in your head.
Italians give similar importance to the whole process of business entertaining. In fact, in Italy the biggest fear, as course after course appears, is that you entirely forget you are there on business. If you have the energy, you can always do the polite thing when the meal finally ends, and offer to pay. Then, after a lively discussion, you must remember the next polite thing to do - let your host pick up the bill.
In Germany, as you walk sadly back to your hotel room, you may wonder why your apparently friendly hosts have not invited you out for the evening. Don't worry, it is probably nothing personal. Germans do not entertain business people with quite the same enthusiasm as some of their European counterparts.
The Germans are also notable for the amount of formality they bring to business. As an outsider, it is often difficult to know whether colleagues have been working together for 30 years or have just met in the lift. If you are used to calling people by their first names this can be a little strange. To the Germans, titles are important. Forgetting that someone should be called Herr Doktor or Frau Direktorin might cause serious offence. It is equally offensive to call them by a title they do not possess.
In Italy the question of title is further confused by the fact that everyone with a university degree can be called Dottore - and engineers, lawyers and architects may also expect to be called by their professional titles.
These cultural challenges exist side by side with the problems of doing business in a foreign language. Language, of course, is full of difficulties - disaster may be only a syllable away. But the more you know of the culture of the country you are dealing with, the less likely you are to get into difficulties. It is worth the effort. It might be rather hard to explain that the reason you lost the contract was not the product or the price, but the fact that you offended your hosts in a light-hearted comment over an aperitif. Good manners are admired: they can also make or break the deal.
Decide if these statements are true (T) or false (F), according to the writer:
1. In France you are expected to shake hands with everyone you meet.
2. People in Britain shake hands just as much as people in Germany.
3. In France people prefer talking about business during meals.
4. It is not polite to insist on paying for a meal if you are in Italy.
5. Visitors to Germany never get taken out for meals.
6. German business people don't like to be called by their surnames.
7. Make sure you know what the titles of the German people you meet are.
8. Italian professionals are usually addressed by their titles.
9. A humorous remark always goes down well all over the world.
Discuss these questions:
• Which of the ideas in the article do you disagree with?
• What would you tell a foreign visitor about 'good manners' in your country?
• How much do you think international business is improved by knowing about foreign people's customs?
2. Decide which of the alternatives (A-F) each speaker is talking about. You will have to use some alternatives more than once.
1. All CEOs over the age of 50 use an authoritarian approach to management.
2. The top people were all men and they encouraged an aggressive management style.
3. Our organization has five levels of management.
4. Here we consult employees on all major decisions. We work by consensus.
5. The people on the shop floor say that our managers don't have any leadership skills.
6. I want the people who work for me to be tough. If they are weak they can leave.
7. I like all the people in my team to call me Steve rather than Mr Eastwood.
8. Women make better managers than men because they are better with people.
A. corporate culture B. macho culture C. canteen culture
D. hierarchical structure E. form of address F. stereotype
3. Write one word in each gap to complete the sentences.
1. We involve everyone in the decision - _ _ _ _ _ _ process.
2. This is not a hierarchical company. We only have two management _ _ _ _ _ _ .
3. We work as a team of _ _ _ _ _ _ . The newest employee's ideas are just as important as mine.
4. The _ _ _ _ - hours culture here puts people under pressure.
5. I like it here because the company _ _ _ _ _ _ _ is to encourage people to use their initiative.
4. Choose the best word to fill each gap from the alternatives given below. Put a circle around the letter, A, B or C, of the word you choose.
My name is Daniel Bertolino and I'm a software developer. In our department, we dress (1) ............... . We can't wear shorts or dirty T-shirts so I suppose it's "(2) ............... casual". People
in Sales have to dress (3) ............... . The men wear dark business (4) ............... and so do the women. They all look the same. It's like a (5) ............... really. At the end of each month we have a (6) ............... Friday. It's strange to see the CEO without a tie on.
1 A casualty
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B causally
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C casually
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2 A smart
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B straight
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C special
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3 A obligatory
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B remotely
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C formally
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4 A shirts
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B suits
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C suites
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5 A uniform
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B portfolio
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C logo
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6 A dress-up
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B dress-down
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C dress-in
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5. Complete the missing word(s):
Japanese culture - Key concepts and values
Japan is the land of peace and harmony that (1) ……………… to evolve in a positive unification of tradition and modernisation. With its elaborate and colourful history and culture, Japan has formed a (2) …………… model of hierarchy, honour and etiquette that is still reflected in many social and business (3) …………….. today.
If your organisation is planning to conduct business with Japan, potential success (4) ……………… upon an understanding of this culturally influenced protocol.
Wa - The most valued principle still alive in Japanese society today is the (5) …………. of 'wa', or 'harmony'. The preservation of social harmony dates (4) ………… to the first constitution in 604 AD and the teamwork needed when living and working on collective farms. In business (5) ……………, 'wa' is reflected in the avoidance of self-assertion and individualism and the preservation of good relationships (6) ……………. differences in opinion. When (7) ………….. business with the Japanese it is also important to remember the effect of 'wa' on many patterns of Japanese behaviour, in (8) ………….. their indirect expression of 'no'.
Kao - One of the (9) …………. factors of the Japanese social system is the notion of 'face'. Face is a mark of personal pride and (10) ……………. the basis of an individual's reputation and social status. Preservation of face comes through avoiding confrontations and direct criticism wherever possible. In Japan, (11) …………… someone to loose face can be disastrous for business (12) …………….. .
Omoiyari - Closely linked to the concepts of 'wa' and 'kao', 'omoiyari' (13) ………… to the sense of empathy and loyalty encouraged in Japanese (14) …………. and practiced in Japanese business culture. In literal terms it means "to imagine another's feelings", therefore building a strong relationship based on trust and mutual feeling is (15) …………. for business success in Japan.
The late 19th and early 20th centuries saw Japan swiftly embrace the numerous influences of western technology. (16) …………. the country's defeat in WWII, Japan experienced a remarkable (17) …………… in its economy and fast became the world's most successful export. Since then, Japan's business and economy has witnessed a wavering of strengths, however today, Japan is one of the world's (18) …………… industrial powers with a new, stable and exciting business market open to foreign investment and trade.
6. Complete the gaps using the words given in brackets in an appropriate forms:
Working practices in Japan
Due to the strong contemporary business …………….. (compete) in Asia, the old concept of the 'unhurried' Japanese negotiation process is no longer ……………. (apply). Decisions are made swiftly and ……………. (efficient).
When arranging a business ……………… (appoint) making a personal call will be more effective than sending a letter and seen as good manners.
………………. (Punctual) is essential in Japan; lateness is as a sign of ……………. (respect). Arriving 5 minutes prior to an appointment is good practice.
Structure and hierarchy in Japanese companies.
The strong ……………… (hierarchy) structure in Japanese business is reflected in the negotiation process. They begin at the executive level and continue at the middle level. However, decisions will often be made within the group.
Generally ………….. (speak), in business meetings the Japanese will line up in order of ……………. (senior), with the most senior person at the front and the least senior person ………… (close) to the door. In …………. (add) to this rule however, you may find that the most senior person chooses where to sit.
It is important to bear in mind that in contemporary Japan, even a low ranking individual can become a manager if his or her performance is good.
Working ………….. (relate) in Japan
Due to the influence of Confucianism, it is important to show greater respect to the eldest members in ………….. (Japan) business culture. Age and rank are strongly connected, however a change in today's business climate means that …………….. (education) background and ability are often …………….. (consideration) over age.
Personal space is highly valued in Japan due to the …………… (dense) populated areas in which they live. Physical contact, other than a handshake, is never ……………. (play) in public.
Business practices in Japan
Business in Japan cannot begin until the exchange of business cards or 'meishi' has been ……………. (completion). Use both hands to present your card, which should be printed in both languages. On receiving your counterpart's business card make a show of …………… (examine) it carefully before placing it on the table. It is important to deal with another's business card with care.
A …………… (signify) part of former Japanese business protocol was gift giving. In contemporary Japanese business culture, although not expected, the gesture is still …………… (practise) and will be ………….. (acceptance) with gratitude. However, be …………… (care) not to take too big a gift as it may be regarded as a bribe.
It is good business practice to engage in small talk before ………….. (negotiate). Expect your Japanese counterpart to ask questions regarding your education, family and social life. More private questions are not ……………. (accept).
In Japanese business protocol contracts are not ………….. (necessary) final ………………. (agree) or a sign that business is over. In Japan, looking after partners or clients even after business is very important. Aftercare and long-term relationships are ……………. (positive) encouraged.
Japanese business etiquette (Do's and Don'ts)
DO use apologies where the intention is serious and express gratitude (frequent) as it is considered polite in Japan.
DO avoid confrontation or showing negative emotions during business negations. Express opinions openly but evade direct or aggressive ………………. (refuse).
DO greet your counterparts with the proper respect and ………………. (polite). If your counterpart bows, make sure you return the gesture, which is usually performed shortly and shallowly. More often than not, a handshake is ……………….. (suffice).
DON'T give …………….. (excess) praise or encouragement to a single Japanese colleague in front of others. Remember that the group is often more important than the individual.
DON'T address your Japanese counterpart by their first name unless invited to do so. Use the titles “Mr” or “Mrs” or add “san” to their family name; for example, Mr Hiroshima will be "Hiroshima san"
DON'T use large hand gestures, …………… (usual) facial …………… (express) or dramatic ………….. (move). The Japanese do not talk with their hands.
Japanese Culture Quiz - true or false
In business meetings it is customary for the most senior person to enter the room last and sit closest to the door.
In Japanese the number 4 sounds like the word for 'death' and consequently is deemed unlucky.
As in many Western cultures, silence is seen as uncomfortable and avoided where possible.
In Japanese culture, laughter is often used to hide feelings such as nervousness, shock, embarrassment, confusion and disapproval.
It is not rude to slurp or make noise while eating noodles or drinking tea.
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