The way business is conducted in France is different than the way things are conducted here in the United States. The French are more relaxed. They focus on getting to know each other and appreciate the integrity and honor one possesses. “A French person trusts an individual according to an inner evaluation of the subject’s personality and character.” (Moran, p. 479) Whereas here, in the United States, I have noticed that business is conducted quickly and is executed more so on the promises and deliverables agreed upon. “Time isn’t only valuable when it comes to social events or meetings; it’s also important when it comes to your business activities. American culture is very results-oriented and likes to see companies and employees achieving their goals in a short period of time. Long-term goals, while important, need to be coupled with short-term strategy. The faster you can show results, the more you will impress.” (Garnier, 2017) 

The French are not typically overwhelmed by competition, which can be both a good and bad thing. It is great if you’re confident in your work and know you are ahead of the game. However, if you are completely unaware of competition, you may lose out on a great business deal, promotion or lose out on a new client. “When confronted with an individual with a competitive drive, the French may interpret them as being antagonistic, ruthless, and power-hungry.” (Moran, p. 479) 

Growing up I have heard many times that the French do not like Americans. However, having been to France and having worked with people in our France office, I do not think that is the case. I believe they just want to know that other people respect their culture. While in France I tried to speak the language and apologized for not knowing it so well. I would also repeat after them when they corrected me. I wanted to show that I was trying and embracing every bit of their culture while I was there. With that, came a sense of appreciation from them. You can tell in their smile and response they were grateful for it.

Moran stated, “the French are so proud of their language that they expect everyone to be able to speak it- visitors not fluent in that language are advised to apologize for lack of the knowledge and to learn a few key phrases and pronounce the words correctly,” (Moran, p. 479) which confirms the reaction of those who acknowledged that I was trying. 

In comparing the top French executives to the top American executives, you will notice that the French executives focus more on their personal lives, what they have learned, what is important to them and their influences. The American executives focus more on accolades. 

While the French culture is very different and may be deemed as difficult to navigate by an outsider, I find it very beautiful. Having grown up in the U.S., It is refreshing to see a culture who focuses on the influences and growth in life over trying to constantly get ahead. 

References: 

Garnier, C. 2017, October 15. US Business Etiquette – 6 Tips for Doing Business in the US. Retrieved from https://spark-labs.co/us-business-etiquette-6-tips-for-doing-business-in-the-us/

Moran R., Abramson, N.R., Moran, S. ( 2014). Managing Cultural Differences, Ninth Edition. Roultedge, New York, NY.  

Although India has a very diverse culture, there are still some things to be mindful of while working with them. For instance, in America, we are quick to greet each other before a meeting by shaking hands. In India, while that between men, a man may want to wait until the woman extends her hand first. (Moran, 2014)

Though times are changing, and companies are acquiring a more relaxed look in dress code, wearing lighter clothing in India is more common. The weather permits for this type of dress. While, here in the U.S., we tend to wear “warmer and thicker” clothing. As for the woman, you will not be seeing businesswomen wearing suit dresses or dressy shorts as seen in the U.S. This type of dress in India will attract unwanted attention. In India, Hindu women, wear pants suits, “dhotis, a single piece of white cloth about five yards long and three to four feet broad. It is passed around the waist up to half its length, and the other half is drawn between the legs and tucked in at the waist.” (Moran, p.376) As for their tops, they will wear long shirts. What Hindus wear can also reflect how well off they are, like businesspeople here in the States. While more prominent people here gravitate to better and more expensive name brands, Hindus who are wealthier may wear a long coat called the sherwani. (Moran, 2014)

When it comes to doing business, the Indian Business community rather focus more on the relationship than the actual deal being worked on. They are a collectivist culture, and they value the time it takes to work on getting to know each other and building trust to build a long-lasting relationship rather than a transactional one. (Moran, 2014) Here in the States, it is more common to have a transactional interaction and a “get things done” mindset. However, there are times where the importance of a long-term relationship is known and then they will slow down and focus on the relationship more. These decisions are usually discussed, and the team will typically know beforehand what the intentions are and which route to take. In India, relationships may take a while to form and transactions may seem like they are taking forever to complete, but once they trust you, you will be “in.” “’ Have persistence, and don’t give up. The mileage to get into India is great. Don’t expect it to be a smooth ride. Expect it to be irritating. But once you’re there, you’ll enjoy it- and you’ll make a great deal of money.” (Moran, p. 377)

It is important to keep in mind that business deals may take longer to reach, but they are more likely to take more risks. This can lead to opportunities for better investments and more money in the future depending on the deal. In the states, we are less likely to take risks unless we know there is a definite to high probability there will be a return on investment. Perhaps this is due to the lack of intentions behind building long-lasting relationships as opposed to building relationships for the timbering of the deal or project being worked on. If we learned to take things slower and build a stronger foundation within relationships with people we do business with, we may be able to go further and take more risks.

References:

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences (9th ed.). Abingdon, Oxon: Routledge.

 

Synergy is what happens when people from different backgrounds or groups work together towards something despite their differences, they find a common cause. “The objective is to increase effectiveness by sharing perceptions and experiences, insights, and knowledge.” (Moran, p.266) It is important while leading a group to exemplify the type of culture you would like to see amongst the team and it also helps if the company you work for does as well. “If the organization’s culture emphasizes employee participation through team management, the group microcultures are likely to reflect that system’s microculture.” (Moran, p.271) Islamic culture embraces this tactic.

Following a set of guidelines amongst a culture allows for synergy to take place. Islam has deep roots in their beliefs and applies them to their lives on different levels. “Islam, unlike many other religions, isn’t simply a religion—it is a way of life.” (PSU, Lesson 7, p. 2) If we review the qualities of a good manager according to Islam, we will see that many, if not all, of the qualities reflect those found in and taught their religion. Some are avoiding pride, work as an act of worship, always be truthful, seek and share knowledge and be just. (Moran, 2014)

It is clear to see that anyone who applies these guidelines to their own managerial practices will most likely be a good manager. This also creates a cultural platform for synergy to form. “Islam focuses its attention more on the individual people who manage or are managed, and less on the methodologies and processes of management. This is because Islam believes that it is the individual people that guide and apply these management methodologies and practices through their motivations, enthusiasm, desires and emotions.” (Moran, p.304) I can see how if you focus on the individual, you are able to get a better picture of how much they are absorbing, if they’re happy with what they’re doing and if they agree with the qualities that are being set out for them to follow. It also allows those in charge to make sure their environment allows for synergy to develop amongst the organization.

Because Islam is so rooted in their religion down to the ways of doing business, I understand how things may become difficult while doing business with anyone who is not from there. Not all countries route themselves so deep in their religion that it reflects in the way the do business. Many countries do not have the same religion. Most countries may have a dominate religion but are mostly a blend of many. This prevents or slows down the formation of synergy from developing through this platform. However, most genuinely good people have similar morals. They don’t necessarily have to be religious to maintain a similar mindset on that level. Perhaps this is why things are shifting in the Middle East.

Thankfully things are looking up for the future of collaboration in the business realm for the Middle East. “More people from the Middle East of all types are beginning to prefer collaboration with one another, even former enemies.” (Moran, p.331) In collaborating and creating synergy growth emerges. More business endeavours appear, more opportunities are created, and stronger relationships are formed. “Cultural synergy is about using the diverse perspectives of various cultures to create something that is greater than each individual culture.” (Lesson 6, p.4) “As iron sharpens iron, so one man sharpens another.” – Proverbs 27:17 The more we work together the better we become as individuals and the stronger we become united.

 

 

References:

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences (9th ed.). Abingdon, Oxon: Routledge.

Pennsylvania State University (2019). OLEAD410: Leadership in a Global Context, Lesson 06: Cultural Synergy, Penn State World Campus, The Pennsylvania State University. Retrieved October 10, 2019, from https://courses.worldcampus.psu.edu/canvas/fa19/21981–15727/content/06_lesson/printlesson.html

Pennsylvania State University (2019). OLEAD410: Leadership in a Global Context, Lesson 07: The Middle East: Focus on Saudi ArabiaPenn State World Campus, The Pennsylvania State University. Retrieved October 10, 2019, from https://courses.worldcampus.psu.edu/canvas/fa19/21981–15727/content/06_lesson/printlesson.html

Communication is key in life. We go throughout our day using different forms of communication to get to where we want to go, express how we feel, what we think and so on. There are very few times when we stop to think about the depth of how important it is to communicate clearly. PSU lesson 4 defines communication as, “the exchange of information between individuals. That information is then used to make decisions that will affect the present and the future of the people involved in communicating those ideas.” (PSU, L.4, p. 1) The way we communicate with others can affect the way those other people see us, can make an impact on forwarding movement in a career, influence the choices others will make etc., this is why It is important to think about the way we communicate with those around us.

“Think before you speak,” is a quote we probably heard, from our parents or anyone else who influenced our lives growing up too many times. But they’re right. It is important to assess who we are communicating with and how to do so before communicating. “The most common assumption is projective cognitive similarity; that is, one assumes that the other perceives, judges, thinks and reasons the same way he or she does.” (Moran, p.77) We are all different and because of that, we all communicate and absorb information differently.

For instance, if someone’s communication style is low- context, “a more direct form of communication” (Moran, p.43),  and they are speaking to someone whose communication style is high -context, “uses more vague forms of communication,” (Moran, p.43)  there will more than likely be a huge misunderstanding and you run the risk of one or both parties getting offended. One person would be used to receiving more information, while the other is assuming the person they’re speaking to knows what they’re talking about. This can lead to a break in friendship, dispute amongst a couple in a relationship, or even a lost opportunity in closing a business deal.

Growing up I was told that there is a difference between hearing someone say something and listening to someone say something. You can hear what someone is saying yet not pay attention to most if anything they have said. “Listening is at the heart of all successful communication.” (Moran, p. 39) When you listen you are intentionally being present. You are paying attention to what is being said, processing it and understanding the information that is given. Combining information gathering and active listening can help us in understanding better which will then allow us to communicate how we feel or what we think after receiving the information. Information gathering allows us to take in the information given to us on both levels, verbally and non-verbally. While active listening allows us to show the person/people giving us the information that we understand.

In possessing the ability to show someone that you understand what they are saying, allows the other party to correct any misinterpretations or reiterate any missed information. This allows for a better understanding of both sides and can build a stronger relationship. The best thing to do is to try to set all stereotypes and assumptions of the person or group you are communicating with aside. “Correct assumptions facilitate communication, but incorrect assumptions lead to misunderstandings, and miscommunication often result.” (Moran, p.76) If we place our assumptions in our back pocket, we are in a sense disarming ourselves. We will be less likely to get offended, less likely to assume and would be quicker to ask for clarification or see things in a different light.

Communication is key. The more we program ourselves to put others first and listen, as oppose to letting ourselves get in the way, the better we will get an enhancing our communication skills.

 

References:

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences (9th ed.). Abingdon, Oxon: Routledge.

Pennsylvania State University (2019). Leadership in a Global Context – OLEAD410. Lesson 04: Global Communication, Penn State World Campus, The Pennsylvania State University. Retrieved September 22, 2019, from https://psu.instructure.com/courses/2008449/modules/items/27026949

Hello!

My name is Katerina. I am from Staten Island, NY and I am an Organizational Leadership major. I am currently completing my Bachelors, part-time. I work full time in Manhattan at a video game company as an Executive Assistant. Thankfully I see myself with this company long term and I am looking forward to moving into a different department soon and working on my career. I know completing my degree will help. As of now I love being able to help different departments on different projects and I am grateful that my bosses allow me to do so.

Aside from working and studying, I do make time to have fun. I love to travel and explore new places. I also love keeping active, anything that allows me to be outside I am all for. Rock climbing, hiking and kayaking are a few of my favorites in the summer. During the fall I love to go horseback riding. I also take salsa dance classes and love exploring new local bars and restaurants in the city with my friends and family.

I love learning about other cultures and their perspectives on things. I found the description of this class very interesting. I am excited and looking forward to this class and this semester.

 

Katerina