In America, we think in terms of whatever it takes to close

the deal fast. We tend to push, push and push. When you
are involved globally, you have to get to know everyday
cultures from sitting down to dinner to learning taboos.
Things move slower overseas! Here is one example:
As of this writing, my daughter teaches at an
International School in Switzerland, typical western
culture: fast, streamlined and efficient. In a few months
she will be teaching at another International School in a
third world country. Getting the proper VISA three years
ago in Switzerland was uneventful; however she is
experiencing a rude awakening dealing with the
bureaucracy, inflexibility and slow process in getting her
new work VISA. Hopefully the VISA will be issued before
she needs to be in this country for work.
South Americans communicate directly, while this is not
the norm in other parts of the world. Learn to read
between the lines or find someone who can!
Another rather unique characteristic is our reliance on
contracts and the legal system. There are more lawyers
in the USA, per capita, than anywhere else in the world.
Just because it is in the contract does not mean that it will
be accomplished! (A contract is still needed and is
recommended). In most low-cost regions personal
relationships are more valued, so work hard on this one!
North Americans tend to be individualistic,
straightforward, and direct. They have no problem in
challenging authority. Time is money is something that
most south Americans believe. These values are not the
same in other parts of the world.

Why culture matter in International

Business
-Developing products and services
-Communicating and interacting with foreign business
partners
-Screening and selecting foreign distributors and other
partners
-Negotiating and structuring in ternational business
ventures
-Interacting with current and potential customers froma
broad
-Preparing for over seastrade fairs and exhibitions
-Preparing advertising and promotional materials
Lets consider specific examples of how cross-cultural
differences may com- plicate workplace issues:10
Teamwork. Cooperating to achieve common
organizational goals is critical to business success. But
what should managers do if foreign and domestic
nationals dont get along with each other? Try to sensitize
each group to differences and develop an appreciation for
them? Rally the groups around common goals? Explicitly
reward joint work?
Lifetime employment. Workers in some Asian countries
enjoy a paternalistic relationship with their employers and
work for the same firm all their lives. The expectations
that arise from such devoted relationships can complicate
dealings with outside firms. Western managers struggle
with motivating employees who expect they will always
have the same job regardless of the quality of their work.

Pay-for-performance system. In some countries, merit

is often not the primary basis for promoting employees. In
China and Japan, a persons age is the most important
determinant in promoting workers. But how do such
workers perform when Western firms evaluate them using
performance-based measures?
Organizational structure. Some companies prefer to
delegate authority to coun- try managers, creating a
decentralized organizational structure. Others are characterized by autocratic structures with power concentrated
at regional or corporate headquarters. Firms may be
entrepreneurial or bureaucratic. But how can you get
a bureaucratic supplier to be responsive about demands
for timely delivery and performance?
Union-Management relationships. In Germany, union
bosses hold the same sta- tus as top-level managers and
are required to sit on corporate boards. In general,
European firms have evolved a business culture in which
workers enjoy a more equal status with managers. This
approach can reduce the flexibility of company operations
if union representatives resist change.
Attitudes toward ambiguity. In each country, nationals
possess a unique capacity to tolerate ambiguity. For
example, some bosses give exact and detailed instructions
on work to be performed, whereas others give ambiguous
and incomplete instructions. If you are not comfortable
working with minimum guidance or taking independent
action, then you may have difficulty fitting into some
cultures.