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Approach to Change
Bangladeshs intercultural competence and readiness for risk is low. Bangladesh is a
low risk and low change-tolerant culture. New projects will be carefully analyzed to
assure that whatever risk they represent is thoroughly understood and addressed.
In order for change to take hold, the idea needs to be perceived as good for the group
and be accepted by the group. Intercultural sensitivity is important with Bangladeshs
Decision Making
Bangladeshi managers tend to have a rather autocratic style. Decisions are made at the
top of the country and handed down to managers to implement. Although the decision
maker may consult with technical experts before reaching a decision, he is not seeking
consensus, simply sufficient information to make an intelligent decision.
Subordinates do not generally question what a manager says, as this would be
considered inappropriate behavior.
The only proper way to approach someone you do not know is with a formal
introduction. The ideal person to handle this is a high-status person or company known
to both parties. This third-party introduction bridges the relationship gap between you
and the person with whom you wish to meet.
Negotiations often take a long time due to the lengthy process of building trust and
developing a personal relationship and are conducted formally .Do not remove your suit
jacket without permission. Even then, unless the most senior ranking Bangladeshi
person does, it is a good idea to keep your jacket on despite the heat and humidity.
Intercultural knowledge and sensitivity is essential to successful management.
Bangladeshis will seldom say "no" overtly, so you must watch their non-verbal cues.
In general, Bangladeshis expect concessions in both price and terms. It is acceptable to
demand similar concessions for each one you grant.