Nonverbal communication and culture. Identity, stereotypes and prejudices, страница 50

This set of values and orientations is not cross-culturally consistent. In fact, the American management culture is quite different from those of much of the rest of the world.

European Management Cultures. While there are similarities between American and German cultures, German management styles differ considerably.

In Germany, for instance, the manager is not a cultural hero. Like Americans, Germans belong to a data-oriented, low-context culture. They like receiving detailed information and instruction to guide them in the performance of tasks at which they wish to excel (Lewis, 1996). Germans believe in a world governed by Ordnung – order. Everyone and everything has a place in a grand design calculated to produce maximum efficiency. Ordnung is inherently a German concept that goes further than even the pragmatic and orderly intent of Americans, British, Dutch, and Scandinavians. The highly skilled and responsible German workers do not necessarily need an American style manager to motivate them. They expect their boss or Meister to assign their tasks and to be the expert in resolving technical problems. German values include a strong sense of professional calling and pride in work, a tendency toward an authoritarian leadership style, and paternalistic commitment to the country's welfare. From a German perspective, effective managers are self-confident, energetic, open-minded, and particularly competitive. Most Latins and many Anglo-Saxons experience difficulty in working or dealing with Germans because of the seemingly rigid framework within which many German firms operate.

French business practices, in many respects, follow from the philosophy of Rene Descartes and are based on a tendency toward logic and clarity. Humans are considered reasonable beings with a good mind and able to cope and solve their own problems. This suggests that people can use their wits to achieve their goals by means of craftiness, cunningness, and tricksterism. Rules, regulations, and principles that constitute a body of authoritative ideas govern proper forms of business. This leads to the French management style being more autocratic than the German (Lewis, 1996). The French language supports this management style because it is rational, precise, ruthless in clarity, and argues its points with a logical urgency leaving little room for ambiguity or ambivalence.

The French are high on the power distance scale. Hofstede (1993) provides this insight into French management practices: The French do not think in terms of managers versus nonmanagers but in terms of cadres versus non cadres; one becomes a cadre by attending the proper schools and one remains in it forever; regardless of their actual task, cadres have the privileges of a higher social class, and it is very rare for a non-cadre to cross the ranks.

Obviously, the French value this high power differential. Additional values include individualism and authority based on absolutism. Because French managers or cadres are well paid, have attended the best schools, and come from well-established families, they tend to have an elitist approach to management.

Similar to the French, the British tend toward elitism in their management practices. Unlike the French, however, their views follow rather from feudal and imperial origins. The class system still persists in the UK and status is still derived, in some degree, from pedigree, title and family name. British managers can be described as diplomatic, tactful, laid back, casual, reasonable, helpful, and willing to seek compromise and to be fair. British English differs significantly from American English because it does not employ the exaggeration and tough talk of the American version. British managers manipulate their subordinates with friendly small talk, reserved statements of objectives, and a casual approach to work (Lewis, 1996).