Contemporary business culture

What has changed in Britain in recent decades is that the country has become much more informal in its social and business customs, and has shed much of its former respect for institutions, title and age. In this it follows the American model. People use first names very quickly, even to bosses, and the words `Sir' and `Madam' are now mainly used only by sales assistants in shops. Britons do, however, maintain a generally high level of respect for the law and for procedures, which largely explains the absence of corruption in British business and politics. This combination of tradition and rapid change can make life confusing for the foreigner in Britain. The secret is to watch and listen carefully, and to learn to read between the lines to try and establish what the British are really saying. In this respect Britain is closer to some Eastern cultures than Western ones. It can take years to fully decipher British codes, but this is also true of any culture where much of what is truly meant remains unspoken.

The stoic English "stiff upper lip", which means “to maintain one's courage or composure during a time of trouble without giving way to or revealing one's emotions”, has changed in the last few decades. In some circles, the concept of personal responsibility for one's actions has transformed into a fondness for blaming someone else for life's problems, and seeking damages. The tabloids are calling it a "compensation culture" and lawsuits for everything from personal injury to small negligence claims are becoming more common.

The British are often uneasy and nervous when dealing with other people, even amongst themselves. Perhaps this explains their reliance on their notoriously unpredictable weather as a subject of small talk. It's a shield to save having to talk about one's personal life or feelings. Americans get exasperated by the British fear of not saying clearly what they feel and what they want, and this impassive, undemonstrative approach also confuses many other cultures.

Cultural orientation. The English are somewhat closed to outside information on many issues. They will participate in debate but are not easily moved from their perspective. They are quite analytical and process information in an abstractive manner. They will appeal to laws or rules rather than looking at problems in a subjective manner. There is a conceptual sense of fairness-- unwritten, as is the constitution--but no less vital. Company policy is followed regardless of who is doing the negotiating.

Locus of decision-making. The English are highly individualistic, taking responsibility for their decisions, but always within the framework of the family, group, or organization. Individual initiative and achievement are emphasized, resulting in strong individual leadership. They do not find it difficult to say "no"; however, the English "no" is often communicated in a polite and somewhat subtle manner. The individual has a right to his or her private life, and this should not be discussed in business negotiations. Friendships are few and specific to their needs.

Sources of anxiety reduction. There are established rules for everything, and this gives a sense of stability to life. Well-established external structures (law, government, organizations) help to insulate them from life. The English are very time oriented, and they are anxious about deadlines and results. However, many do not display their anxiety; traditionally emotions are not shown in public.

Issues of equality/inequality. There is an inherent trust in the roles people play within the social or business system, and a strong feeling of the interdependency of these roles. There are necessarily inequalities in these roles, but the people are supposed to be guaranteed equality under the law. There is some bias against ethnic groups. Women have a great deal of equality in both pay and power.

3. BUSINES PRACTICE

A member of the EU since 1973, the UK is a monarchy that never seems quite sure whether its key alliance lies with Europe, the USA or the Commonwealth. It has always resisted joining the Eurozone, maintains sterling as its currency and opts out of much of the European Union's Common Agricultural Policy. It claims a `special relationship' with the USA that extends back to the two countries' common roots (the Pilgrim Fathers sailed from Plymouth, on Britain's south-west coast, to America in 1611), and remains a leading member of the Commonwealth, a loose association of countries that were formerly part of the British Empire. The United Kingdom does not consider itself part of Europe--although it appreciates the economics of the European Union. And it still debates whether or not to adopt the euro.

Britain has copied many social and business mannerisms from the USA. People use first names almost immediately: many bosses actively encourage their staff to call them by their first name. This informality even extends to those you are dealing with purely by phone or email: the person you have just contacted responds using your first name even though they may know nothing about you. British style is to be courteous and friendly but detached. The British are practical, empirical people, and distrust too much theory, idealism. So pack your presentations full of attainable objectives, concrete detail and provable statistics. Time your presentation to last around 20 to 40 minutes, depending on the gravity of your proposal, and allow opportunity for debate and questions. People will concentrate more on the content of what you say than on how you say it or your body language. Remember that even if your audience is wildly excited about your project, their response may be muted: it's the fear of being seen to be too enthusiastic. If your audience is highly divided, the discussion is unlikely to be heated: a sense of calm and proportion usually prevails in British business.

The British are famous worldwide for their punctuality, so ensure that you're there on time. Some British managers can get agitated if someone is as little as two or three minutes late. Office hours tend to start at 8.30 a.m. or 9a.m., although many professions in London, such as the media, tend to arrive at 10am and leave correspondingly later in the evening. As in the USA, eating lunch at your workstation while surfing the web is becoming commonplace.

There is no designated national holiday in England; however, there are several weeks of official holidays in the United Kingdom--(including several bank holidays). They are two Bank Holidays in May and a week between Christmas and New Year.

Appointments. A formal business meeting in Britain will generally run to an agenda. If the discussion wanders too far from it, the chairperson may feel uncomfortable and try to drag everyone back on line. If important new matters arise in these digressions, the chair will often suggest that they are put on the agenda at the next meeting, or, if urgent, addressed rapidly by a sub-group of people outside the meeting. Meetings generally end on time. Following the American example, British meetings can be highly egalitarian affairs. Managers are often happy to sit beside staff and not at the top of the table, and will try to draw everyone into the discussion. The ideal is to achieve consensus so that everyone feels that they `own' the decision. The British like to arrive at decisions and action points in their meetings, which managers are then expected to follow up. The focus is on action rather than going through an exhaustive discussion of options.

Negotiating. Objective facts are the only valid source of truth for the British. Little credence is given to the feelings one has about an issue. They are the masters of understatement.

The best way to make contact with senior executives is through a third party. It is not appropriate to have this same third party intervene later if problems arise.

Sometimes a secretary will introduce you to the executive; otherwise, introduce yourself. Businesspeople are normally more interested in short-term results than in the long-term future. Change is not necessarily a good thing to the British. The British do not often reveal excitement or other emotions; try to keep yours restrained as well. They also traditionally underplay dangerous situations. Allow the British executive to suggest that the meeting has finished, then do not prolong your exit.

While U.S. executives are known for being direct, the British are even more so. Don't be offended if there's no hedging about whether your suggestion is good or not. It is wise to send your senior executives to the United Kingdom, as they may be received with more respect and are usually more restrained in conduct.

In general, try to avoid interrogating your British contacts. They feel that excessive questions are intrusive. Avoid controversial topics such as politics or religion. Speak in complete sentences. While the British are often self-critical, visitors should avoid joining in any criticisms-- simply listen. Similarly, if they share their complaints with you, do not participate.

The British apologize often, for even small inconveniences. They also have a habit of adding a question to the end of a sentence; for example: "It's a lovely day, don't you think?" In debates the British tend to avoid absolute statements, and use words such as `perhaps' and `maybe' to imply that alternative points of view might be valid. In negotiations they are often willing to compromise to achieve a win-win situation in which both parties can feel that the agreement offers a reasonable deal and prospects of further cooperation. Operating in management teams is a basic principle of British business. This includes sharing information, regular briefings and teams taking credit for success.

4. BUSINESS ETIQUETTE

Business Entertaining. `Going for a pint' after work is common in Britain. It's a good place to make friends and get to know the Brits, and you don't have to drink alcohol. Despite their reputation for reserve, the British are quite quick to invite visitors to their homes for dinner or for lunch at the weekend.

Business breakfasts in hotels are becoming more common and are changing to a more Continental style - from the very large traditional breakfasts of eggs, bacon, sausage, kippers, etc. Lunch is generally between noon and 2:00 p.m. A business lunch will often be conducted in a pub and will be a light meal.

Legislation to ban smoking in English pubs and private clubs was passed in 2006! A similar vote passed in Scotland, Northern Ireland, and the Republic of Ireland. That the traditional thick layer of smoke in pubs is now just one more English tradition left by the wayside.

With senior executives, lunch will be eaten in the best restaurants or in the executive dining room. When you go out after working hours, do not bring up the subject of work unless your British associates do--otherwise, you will be considered a bore.

Animals are usually a good topic of conversation. Do not make jokes about the royal family. It is not good form to discuss one's genealogy.

5. PROTOCOL

Greetings. A handshake is standard for business occasions and when visiting a home. Women do not always shake hands. When introduced, say "How do you do?" instead of "Nice to meet you." The question is rhetorical. It is polite to shake hands at the beginning and end of meetings. However, if you're a frequent visitor to a company, you will not be expected to shake hands with everyone in the office, only with those with whom you're dealing directly. You'll receive a limp, tenuous handshake from a surprising number of Britons: it is their nervousness at confronting someone new, combined with the British reluctance to reveal too much emotion too soon.

Titles/forms of address. Business titles are not used in conversation. Find out the honorary titles of anyone you will be in contact with, and use them no matter how familiar you are with the person. Doctors, clergy, and so forth are addressed by title plus last name; however, surgeons are addressed as "Mr.," "Mrs.," or "Miss." Rather than "sir," you should use the title of the person you are addressing (i.e., "Yes, Minister," and not "Yes, sir"). The use of first names is becoming more common. However, you should follow the initiative of your host.

Gestures. It is considered impolite to talk with your hands in your pockets. The British often do not look at the other person while they talk. Don't point with your fingers, but instead indicate something with your head. Sitting with your ankle resting on your knee may be seen as impolite. If you give the "victory" sign (a V with two fingers), do so with the palm facing outward. If the reversed (palm inwards) can be vulgar and offensive. Tapping your nose means confidentiality, or a secret. It is inappropriate to touch others in public; even backslapping or putting an arm around the shoulders of another can make the English uncomfortable. In addition, the English maintain a wide physical space between conversation partners. Avoid excessive hand gestures when speaking.

Gifts. Gifts are not part of doing business in England. Rather than giving gifts, it is preferable to invite your hosts out for a meal or a show. When you are invited to an English home, you may bring flowers (not white lilies, which signify death), liquor or champagne, and chocolates. Send a brief, handwritten thank-you note promptly afterward, preferably by mail or e-mail--not by messenger. Great gifts: wine, chocolate, a souvenir from your own country. Avoid giving: most presents are acceptable.

Dress. Conservative dress is very important. Men in executive positions still generally wear laced shoes, not loafers. Men's shirts should not have pockets; if they do, the pockets should be empty. Men should not wear striped ties; the British "regimentals" are striped, and yours may look like an imitation. Men's clothes should be of excellent quality, but they do not necessarily have to look new. Women should also dress conservatively.

LECTURE 3. CULTURAL TRADITIONS AND BUSINESS COMMUNICATION STYLE OF FRANCE

1. COUNTRY BACKGROUND

France has a population of approximately 58 million people and is the largest West European country.

History. The cultural roots of the French go back to the Celtic Gauls, who were conquered by Julius Caesar in 51 B.C. Some regions of France came under the control of English kings. The Hundred Years War (1337-1453) ended with the English expelled from France by Charles VII--aided by Joan of Arc.

The Reformation made inroads into Catholic France, primarily in the form of the Huguenots, causing a series of civil wars. Eventually, most Protestants left, and France remained a Catholic nation.

The French Revolution of 1789 abolished feudalism and absolute monarchy but failed to establish democracy, France was held together by Napoleon I, who established the First Empire. France was at war for most of his reign, which ended in France's defeat by a European coalition in 1815.

Like most of Europe, France suffered badly in the First World War (1914-1918). France entered the Second World War in 1939 and was soon overrun by Nazi Germany. The Allies landed in France at Normandy in June 1944, and the German occupation force was pushed back.

In 1957, France joined with five other Western European powers to form the EEC (European Economic Community), a common market of 165 million people largely free of tariff barriers. This eventually evolved into the European Union. France, one of the founder members of the European Union, certainly sees itself very much as a driving force of the 'European project.

Type of government. France is a multiparty republic. The head of the government Is the prime minister; the president is chief of state. The French people elect the president and the two houses of Parliament. The president, who appoints the prime minister, serves for five years. The president has a large share of the power, including the right to dissolve the lower house of Parliament, the Assemblee Nationale, and call for new elections. According to the constitution, it is the government and not the president that decides on national policy. For current government data, check at http://www.infoplease.com/ce6/world/A0819413 .html.

Language and education. The French people are very proud of their language, which was the international language of diplomacy for centuries. The fact that English is now the international language of finance, science, and aviation is inconsequent. The French believe their language is still superior. Many French businesspeople speak English but will prefer to conduct their meetings in French.

It is interesting to know that in 1966, the French government established a commission to combat Franglais, a mixture of French and English which created French terms to replace words borrowed from English. Education is of great importance to the French. The educational system is almost free of charge from the primary school through the Ph.D. level for French citizens.

Religion. There is no official religion. France is principally a Catholic country (70 percent), although new immigrants are raising the percentage of Islam (5-10 percent). Many other religions, including Protestantism and Judaism, are present, and there are also many people unaffiliated with any religion.

2. VALUES AND ATTITUDES

National characteristics. According to the stereotype the French are romantic, fond of good food and good art, not overly concerned about doing great business. They are more eager to argue politics and art than to do business. French culture is highly feminine which values interpersonal relationships, putting quality of life before material acquisition. It is also high-context which means that the medium is the message and not overly concerned about precise detail or communication. The French value intelligence and eloquence, French people are said to belong to a generally polychronic culture (although not all people are exclusively polychronic). Polychronic people are used to doing several tasks at the same time. They do not have to complete one task before beginning the next. Instead, they can flow back and forth between tasks easily. As they work on one task, they may decide to go back and change parts of a previous task. In a polychronic culture, the future tends to be seen as unpredictable so that tight schedules are considered difficult and impractical. Therefore, schedules are often flexible to allow for unforeseeable interruptions and changes in plans. People understand that delays are a part of life and are necessary for developing the best possible product or service. They would rather spend more time perfecting a product or service than meeting a deadline. French attitudes about time are different from most of those in Northern Europe, the United States, or the United Kingdom

Surprisingly, a French businessperson might give an excuse for being a few minutes late to a meeting, yet say nothing if he is a half-hour late. No insult is intended by tardiness. To the French, life is complex and many things occur that can cause a delay. People and relationships are always more important than a soulless schedule.

The French tend to be relationship-oriented, although this varies according to the business or profession you are operating in. In the office the French are more formal than the British, and it is easy for visitors to underestimate this.

The French believe the state represents them. From the revolution onwards, the French have seen themselves as citizens rather than subjects. Hierarchy in France is not determined by birth, but by intellectual achievements, technical preparation, diplomas and so forth. The importance of study and certificates cannot be overstated, so if you have a degree or doctorate make sure that you convey this to your French colleagues.

Rationality is an important national characteristic. You will be expected to be logical, and your arguments will be expected to be rational.

The average French citizen develops personal relationships with many people -- including local sales clerks. So much is accomplished through personal contacts in France that they do not feel any obligation to be deferential to strangers.

Cultural orientation. The French will readily accept information for the purpose of debate and may change their minds quickly, but strong ethnocentrism will not allow the acceptance of anything contrary to the cultural norm. Ideas are very important to them and they approach knowledge from an analytical and critical perspective. They look at each situation as a unique problem and bring all their knowledge to bear on it.

Locus of decision-making. The French are strongly individualistic and have a centralized authority structure that makes quick decisions possible. The relationship between the participants becomes a major variable in the decision-making process. An individual's self-identity is based on his or her accomplishments in the social sphere. Individual privacy is necessary in all walks of life.

Sources of anxiety reduction. The French seem to be preoccupied with status, rank, and formality. Contacts are of utmost importance, and they may have a low tolerance for ambiguity in one's station. They feel comfortable with rules and regulations. If the French are provided with adequate details and assessments, they are more comfortable with business risks. Their attachment to a public figure gives them a sense of security. Yet, individuality is preferable to conformity. People are allowed to show both positive and negative emotions in public.

Issues of equality/inequality. An informal stratified class system still exists, but most people are middle class. People usually do not socialize across social and economic classes. Different levels of the company, such as secretarial and executive levels, are associated with different classes. So, in office life, secretaries and executives are not expected to socialize together. Superiors expect obedience from subordinates in all walks of life. Power is a basic fact of society, and leaders with the ability to unify the country or group are highly prized. Gender roles in society are fluid, and a person's status is more important than his or her sex.

3. BUSINESS PRACTICE

France has a civil law system, rather than a common law system. Commercial agreements are short because they refer to the legal code. Many businesspeople have studied law and can draw up their own contracts. Parties to an international contract may choose which country's laws will govern it. One must be aware international law does not exist in France, the country runs following national laws. It is important to choose the correct law in the business contract. In international contracts the French will often go to arbitration in order to settle disputes.

The French government has played a central and vital role in the shaping and direction of French companies ever since the end of the Second World War.

There is certainly more bureaucracy and more lengthy procedures to be respected, for example than in the UK. The Napoleonic code mentality is at play again: there are rules and regulations that apply for every single situation.

The French state is well organized and on the whole efficient. There arte higher taxes, but excellent public services: health, education, transport etc. The French love credit cards, numbers, codes.

The 35-hour working week introduced in the Socialist era in an attempt to create more jobs has effectively been relaxed in France for private companies. They can now offer employees up to 13 hours overtime, allowing them to put in up to 48 hours a week - the maximum allowed by the European Union.

Building relationships is important in French business, and it's a process that French people do not like to rush. Lunches and dinners are important opportunities to develop these bonds. Although shorter lunch breaks are becoming more common, much of France stops work between 12 noon and 2pm, and in August many firms close down for the annual summer break. Indeed, except for the tourist industry, France virtually shuts down in August. Try to conduct business during other months. The best times to schedule meetings are around 11:00 a.m. or 3:30 p.m.

The boss represents authority in France. The boss should not be too casual or social with his employees. If the boss is too relaxed, the employees lose their respect for his or her authority.

Appointments. The purpose of business meetings in France is coordination, briefing and allocation rather than to arrive at decisions. Given the French desire to debate intellectual propositions as well as practical points, you should outline the general principles of your idea before you get into the details. Rationality and logic are important to them: simply having a “warm feeling” for something will not do, so one should go in armed with plenty of knowledge about your product. An agenda might be circulated, but no one will expect to keep to it. French meetings can be long and wordy, and the debate can become an intellectual exercise. The French believe that clarity of thought is achieved through intensive discussion, so it is important not to rush the proceedings. Expect to be questioned if there is imprecision in your proposition. The French enjoy using wit in business discussions, but avoid criticizing France. Assume a relatively short attention span of about 20 minutes when you are addressing a French audience, so keep your presentation moving briskly. Stress the style, imaginative features and elegance of your idea or product, and expectative audience involvement and questions.

The French are precise when it comes to examining information and proposals. Bring plenty of information in written form for your French counterpart to examine. Direct questions may sound abrupt `What are you saying exactly? What is this expected to do?' They are in reality probing questions. Strong statements are being made: `I disagree totally!' where a British counterpart might have said: `I fear we might not be seeing eye to eye on this one'. It is simply a clear statement of position. No hard feeling involved. Do not take it personally, Don't lose your temper, just respond in kind. Make your views and how you feel known, clearly.

On the contrary, the French are very formal and very polite in writing. They do like to waste time with little formalities and courtesies and lots of letters to and fro. A business letter demands an appropriate introduction, a main body, and a conventional conclusion. It is a very formal business! Where a British business person would end his letter with `yours sincerely', or even `regards', his French counterpart will end with a formula like this: literally, it means: `I pray you, Sir/Madam, to accept the expression of my most distinguished greetings', It is acceptable for an email to be sent to a business partner, but be aware that it is considered less formal.

Meetings are usually formal occasions. Expect a hierarchical seating arrangement. It is important to dress appropriately and smartly. It is as statement of position, power, hierarchy, all important to establish in France! Surnames and formal introductions are used, and jackets are usually kept on. The style of the meeting will probably be polite and formal: use respect at all times. The French like to find out your position without revealing theirs until late in the discussion. Their approach is likely to be perceptive and opportunistic, but cautious.

Fairness, political correctness, team spirit are not strong themes in French business culture. Life is expected to be unfair (`C'est la vie').

Always make appointments for both business and social occasions. Be punctual, although the French are more relaxed about time especially in the South.

Negotiating. Arguments tend to be made from an analytical, critical perspective with eloquent rhetorical wit and logic. There is a great love for debate, striving for effect rather than detail and image over facts. Eye contact among the French is frequent and intense--so much so that some Asians and North Americans may be intimidated. During negotiations, the French may want to express every possible objection. It is not necessary to respond to each and every single statement--French conversational habits encourage all opinions to be voiced, even if they are not critical to the outcome. Before you ask for directions, assistance, or just plain information, apologize for not speaking French!

Capturing and exchanging written understandings after meetings and at key negotiation stages is useful since oral statements are not always dependable. Although interim agreements are usually kept, do not consider them final. Only a final contract signed by both parties constitutes a binding agreement. While your counterparts will expect you to keep all your commitments and respond harshly if you fail to do so, they may not always fulfill their own obligations to the letter.

The French are known for their formal and reserved nature, A casual attitude during business transactions will alienate them, During negotiations, the French may make you seem to be the petitioner, thus putting you in the weaker position. Hierarchies are strict. Junior executives will pass a problem on to a superior. Try to cultivate high-level personal contacts. Women should not mistake French gallantry for condescension. Do not start a conversation by asking personal questions. Do not mistake a high-pitched voice and excited gestures for anger; they usually just mean great interest in the subject.

It is important to be correct in style and manner and to be seen as professional in France. French companies take time to reach decisions, and prefer to examine a problem or proposition from every angle. It is considered rude to end a meeting if the business to be conducted has not been concluded, which can affect overall punctuality. There is a stress on comprehensive, well-structured and well-written reports and studies.

4. BUSINESS ETIQUETTE

Business card. Always present your business card. When receiving the cards of others, treat them very carefully. One side can be in English, with the translation in French on the other side. On the French side, include any academic credentials and your school if it is a prestigious one.

Business entertaining. Business entertaining in France is usually formal in style and takes place in restaurants. It is important to establish a `rapport' to facilitate business. To build a positive personal relationship is the best way to be trusted, so time spent to make friends is time well spent. However - this is still business - do not confuse this advice with the idea that you and your family should mix with business colleagues `out of the office'. French people keep their private and public lives very separate, and tend not to invite visitors to their homes until real bonds have been established. Business colleagues usually socialize in restaurants or other public places.

For social entertainment, the French rarely throw parties, It is much more common to have a small dinner party where everyone sits down together to eat. The informal come and go style is not popular.

Eating and drinking well are quite central to the all-important quality of life in France, A `dejeuner d'affaires' can be a time-consuming affair, but generally it will be a pleasant experience! In France, you are more likely to go to a top restaurant (at the expense of the company or the government), seen in France as part of the benefits of business. However, do not raise business concerns before the end of a meal. Keep your distance, especially if you are in a senior management position.

The French have a great appreciation for good conversationalists. A rule true all over the word if you want to endear yourself to the locals is praise, do not criticise. France is no exception here.

Business can be conducted during any meal, but lunch is best. Business lunches usually last one to one and a half hours. Dinner is late (8:00 or 9:00 p.m.).

Do not drink hard liquor before meals or smoke between courses. The French believe this deadens the taste buds.

Smoking is a declining habit even among the French, although you'll often see people lighting up at the table, and certainly in the bar, without any embarrassment. Drunkenness or over-familiar talk after too many glasses is not seen as cool by the French. Chewing gum at meetings and social events is considered rude.

The French have a great respect for privacy. Knock and wait before entering into a room. Additionally, do not "drop in" unannounced. Always give notice before your arrival.

5. PROTOCOL

Greetings. Always shake hands when being introduced or when meeting someone, as well as when leaving. The French handshake is brief, and is accompanied by a short span of eye contact. In general, the woman offers her hand first. French handshakes do not usually involve a strong grip. In social settings, with friends, expect touching cheeks and kissing the air, Saying `Bonjour monsieur' or `Bonjour Madame' is important in greetings: It preserves a degree of formality until you get to know people.

Titles/form of address. Find out the titles of older French people you meet and address them in that way, both during the introduction and in the course of conversation. Even simple titles like "Madame" should be used as you converse, whether in English or French, Use "Madame" for all women except young girls. Do not use first names until you are told to do so. Do not put off by the use of last names; it does not mean that the French are unfriendly. The French sometimes say their last names first, so that Pierre Robert might introduce himself as "Robert, Pierre." Business women found business gentlemen 'charming'. Paying personal compliments to a woman is accepted as a due by French women, and not found discriminatory. Remember that this is the French way, rather than an anti-British or `sexist' attitude.

Gestures. The "thumbs-up" sign means "okay"; the North American "okay" sign (forming a circle with thumb and forefinger) means "zero" in France. Slapping the open palm over a closed fist is vulgar. To call for the check, make a writing gesture. Men may still stand up or make a move to stand up when a visitor or a superior enters the room.

Gifts. Do nOt give a business gift at your first encounter. Avoid gifts that are either too lavish or too skimpy, as well as gifts with your company logo. Good taste is everything. You can insert a business card with your gift, along with a small card that states: "with the compliments of Mr./Madame. . . "

Great gifts: flowers, in odd numbers and not yellow; also avoid chrysanthemums (associated with funerals) and carnations (may be seen as a sign of bad will), chocolates or liqueur.

Avoid giving: wine - it may suggest they do not know their vintages. By bringing your own bottle, you may inadvertently communicate that you have doubts about the quality of his or her wine cellar.

Dress. Clothes are very important in France. This is not surprising; the very words used in English to describe fashion--“haute couture," "chic," etc, are from the French language.

Affluent executives purchase the best suits and styles possible. The French also tend to have excellent posture, which makes their clothes look even better. In the north and in the winter, men should wear dark suits. Patterned fabrics and dark colors are most acceptable, but avoid bright colors. French businessmen do not loosen their ties or take off their jackets in the office. Women should also avoid any glitzy or overpowering objects, such as flashy jewelry.

One thing that is common is the need to appear well-presented. Dress codes vary with position within the company, industrial sector and region in France. The higher the position within a larger organisation, the more formal will be the dress code with formal suit and tie being worn. The further south one travels, the more informal business dress becomes, with open shirt and slacks being the norm. Appearances are important at all times in France.

LECTURE 4. CULTURAL TRADITIONS AND BUSINESS COMMUNICATION STYLE OF GERMANY

1. COUNTRY BACKGROUND

The Federal Republic of Germany has a population of 81 million people. Germany's economy ranks as the largest in Europe, and the third largest in the world, behind the U.S. and Japan. There are sixteen states, or Lander, with the federal capital in Berlin.

History. After the fall of the Roman Empire, the first strong German king Otto I loosely organized the domain that stretched from Germany down into northern Italy. To modern Germans, this Holy Roman Empire was the "First Reich."

By the eighteenth century, two German-speaking kingdoms had come to dominate Central Europe: Prussia and Austria. But Prussia eventually won out when Prime Minister Otto von Bismarck led his country into war, first against Denmark, then against Austria and the Austrian-allied German kingdoms, then against France. As a result of Bismarck's efforts, the Prussian King William I was crowned Kaiser (emperor) of all Germany in 1871. The German nation dates its existence from this event. This "Second Reich" was to last until Germany's defeat in the First World War.

After the First World War, Germany became a republic. Burdened with enormous war reparations and the Great Depression, Germany fell into the hands of the "National Socialists," as they are known to Germans--the term "Nazi" was rarely used within Germany, The atrocities of Adolf Hitler's "Third Reich" present a moral dilemma that each new generation of Germans must face.

At the end of World War II, Germany was occupied by England, France, the United States of America, and the USSR. This resulted in the division of Germany into the capitalist, NATO-allied Federal Republic of Germany (FRG) and the Communist, German Democratic Republic (or GDR). Berlin was also divided into West and East. Consequently, Bonn was selected as the capital of West Germany. Only the changed priorities of Mikhail Gorbachev's Soviet Union allowed the two halves of Germany to reunite on October 3, 1990.

As the largest and most populous nation in the European Union, the reunited Germany has developed into a leading power, and one of the strongest members of the EU.

Type of Government. The reunited Federal Republic of Germany is a democratic federal multiparty republic. Voting is done by proportional representation. There are two legislative houses: the Federal Council and the Federal Diet. The president is the chief of state, and the chancellor is the head of the government.

Recanting from military intervention after the Second World War, Germany influenced the world via “checkbook diplomacy” contributing far more than its share to international organizations. However, Germany can no longer afford to be so generous. In 2005 Germany elected its first female chancellor, Angela Merkel. For current government data, check at www. germany-info. org.

Language and education. The official language of Germany is German, which is called Deutsch German has many dialects. English and French are currently the preferred foreign languages that Germans study. This is especially true among executives. Germans who grew up in the former German Democratic Republic were forced to study Russian in school. This is no longer the case, but you will find fewer English speakers in eastern Germany. Unlike France where traditionalists go to great lengths to forbid the use of any anglicisms, the English language has steadily permeated everyday German, and politicians, dignitaries, scientists and schoolboys take great delight in using English words to replace perfectly good German terms.

Since education is highly respected in Germany, German managers often spend more years at university than their counterparts in other countries, and may not enter the workforce until they are 27 or even older, German managers and business leaders may have doctorates, and the appellation Herr Doktor is not uncommon. Key factors in promotion in Germany are a person's education and qualifications, track record and seniority.

Religion. Germany's religions are split evenly between Roman Catholics, who are concentrated in the southern part of the country, and Protestants, who are found in the northern region. Many Germans describe themselves as nonreligious. There are small populations of Jews and Muslims.

2. VALUES AND ATTITUDES

National characteristics. The Germans are usually seen as rigid, somewhat humorless and obsessed with order and formality. A smile doesn't come easily and business is taken seriously. They are particularly focused on detail. The Germans belong to low-context culture that values precise communication. The representatives of this culture focus on what is being said rather than on who is saying it. They are monochronic, that is, prefer to do one thing at a time. Time is divided into segments that are measured by the clock. Tasks are assigned to each of these segments and so are given a limited amount of time. Usually, each task is finished before the next task is begun. It is not easy for a monochronic person to return to a task once it has been completed. In a monochronic culture, future time is predictable and carefully planned. Scheduling events means that each segment of time is carefully arranged. If extra time is needed, schedules and deadlines affects future schedules and deadlines. This can have negative effects on relations with those people or companies who are asked to delay their plans and change their schedules. The German culture is one of the very high-risk avoidance.

Efficiency is imperative to the Germans. In business they seek order and clarity to achieve an organized system, and they expect a strong work ethic, reliability and honesty from their employees and partners, Formality, punctuality, fairness and obedience to authority are other German characteristics.

Almost all Germans profess a love of nature. Many Germans enjoy outdoor activities, such as hiking, bicycling, camping, and skiing. They also enjoy long vacations to take advantage of their country's scenic landmarks.

Many foreigners have described Germans as positively manic once they get behind the wheel of a car. Certainly pedestrians must keep an eye on the traffic, especially when crossing the street. However, even when driving, Germans tend to obey traffic regulations. Difficulties arise when foreigners do things that violate unwritten rules, such as jaywalking.

If your home region or country has any oddities, be prepared to discuss them. Germans are known for odd hobbies and enthusiasms. Many visitors remark on the difference between German business and domestic life. The friendliness and coziness of German homes contrast starkly with the utilitarian nature of many of their offices. The Germans still maintain a stronger separation between home and office than Britons or Americans do. “Dienst ist Dienst und Schnaps ist Schnaps” - “work is work and play (drink) is play” - is an important distinction in their culture.

Truth and duty are important values for Germans. They are brought up to believe that using their language correctly and precisely is a point of honour, and that to say what you mean and mean what you say is important. This leads to a degree of directness that can come across as rude or arrogant to foreigners, although this is rarely intentional.

Germans also have a strong sense of social responsibility and citizenship. This affects everything from their attitude to organization to their recycling habits. By and large they show tolerance to foreigners, but they're prepared to remind them of their social responsibilities, such as how to put out the rubbish, when to wash or not wash cars, and when to make noise. The Germans simply regard this as good citizenship. Doing things thoroughly and in the right way is also a German value.

Cultural orientation. Germans have historically been closed to outside information, and they did not freely share data among units of the same organization. However, the younger generation is becoming more open. Germans are analytic and conceptual in their information processing. They are strongly committed to the universal beliefs of their culture. Friendships are not developed quickly, but they are deep and highly selective.

Locus of decision-making. A desire to seek consensus and a widespread respect for order are German characteristics. This is reflected in the German phrase: “Ordnung muss sein” (There must be order!). Every German has a responsibility to follow the rules, both written and unwritten. Actions that disrupt this social order are seen as inherently wrong decisions must be made in reference to larger units: society, one's company, and one's family.

Curiously, the ability of Germans to compartmentalize allows for substantial Individual freedom. As long as an individual's duties to society and employer are met, Germans have a wide latitude for private individual behavior. Decision-making is slow and involved, as all peripheral concerns must be taken care of in the process. Once a decision is made, it is unchangeable. Individual privacy is necessary in all walks of life, and personal matters are not discussed in business negotiations.

Sources of anxiety reduction. Germans have a fairly high index of uncertainty avoidance. As a result, Germans use laws and morality to give structure to their worldview. Germans tend to be risk-averse and cautious about making decisions. They also buy every conceivable sort of insurance: life insurance, fire insurance, theft insurance, travel insurance, personal liability insurance, and so on.

Universal rules and regulations combined with strong internal discipline give stability to life and reduce uncertainty. There is a high need for social and personal order, and a low tolerance for deviant behavior. There is very little show of emotion because of strong internal structures and control.

Germans are more oriented toward near-term issues. German skepticism about the future (economic, political, and social) can breed anxiety and pessimism. There is a sense of helplessness about humanity's ability to produce a desirable outcome in the long-term.

Issues of equality/inequality. Titles of nobility were gradually abolished after the First World War, but Germany still has a class system with very little flexibility. Business leaders tend to come from the upper class. Although equality is guaranteed by law, German businessmen sometimes denigrate women as “lacking self-confidence” and “unable to command male subordinates”. This is changing, as evidenced by the 2005 election of Angela Merkel, the first female Chancellor of Germany. One thing is clear: Germans respect self-assurance. If you do not project it, whatever your gender, you will not be well-received in Germany.

3. BUSIESS PRACTICE

Germany's powerful economy has been in the doldrums since the 1990s. Restrictive labor laws and high taxes made Germany an unwelcome place for foreign investment. Unemployment has remained relatively high. Many observers believe that Germans are unwilling to allow their industry the flexibility to compete in the global market.

German manufacturing has a reputation for high quality, which German consumers demand. Most Germans get at least six weeks of paid vacation per year, plus numerous paid holidays and sick days with partial pay.

In business matters, Germans do not like the unexpected. Sudden changes--even if they may improve the outcome--are unwelcome.

Good working relationships can be easily formed, but be careful not to lapse into over-familiarity. Formality is important in office dealings, and endearments and diminutives - using the short form of someone's name - are not acceptable.

A visiting person should respect the hierarchy: never split or undermine superiors in German organizations, and do not bypass people by going higher to complain or search for decisions. Propose constructive alternatives rather than offering criticism. Differences of opinion are best dealt with in face-to-face discussions rather than via a third party or on paper.

Appointments. Appointments should be made well in advance. Give at least one week's notice for an appointment made by telephone. If at all possible always confirm appointments in writing. Nowhere in the world is punctuality more important than in Germany. Be on time for every appointment, whether for business or social engagements. Arriving just four or five minutes late can be insulting to a German executive, especially if you are in a subordinate position.

Meetings in Germany are used to implement planning, brief participants and agree decisions. The pace may be slow if technical issues are presented in detail, and the agenda will be followed in order. The discussion will seek consensus and common ground, reliable partners and long-term profit. Jokes to lighten the atmosphere are not generally appreciated in meetings.