Cross-Cultural Management and Communication in Europe - Britain, Germany, France and Italy

Cross-Cultural Management and Communication in Europe
-Britain, France, Germany, Italy

Heidrun Benning

EL312 Language Applications: English - Aspects of Culture and Society

Tutor: Cathy Watts

Hand-in date: 21 May 2002

Abstract

Cross-cultural communication and management plays an increasingly important role in business today, as companies join, merge and operate across borders.

This study examines some of the theories on cross-cultural communication and management, particularly those of Geert Hofstede, before showing what impact cultural differences, as identified by the theoretical background, can have on various business activities.

A small-scale survey on cross-cultural issues has been conducted at American Express, the results of which are evaluated and compared to the theories previously mentioned.

The evaluation of the questionnaire illustrates that differences between the cultures examined still exist, as described in the theories, but also greater similarities.

Nevertheless, it is essential for companies that operate on a European, international or even global level, to take cross-cultural issues more seriously and provide employees with appropriate training.

Content

Introduction ... 1

Chapter 1 ′Theories on Cross-Cultural Management′ ... 3
    1.1 G. Hofstede ... 4
        1.1.1 Individualism vs. Collectivism ... 4
        1.1.2 Masculinity vs. Femininity ... 5
        1.1.3 Power Distance ... 6
        1.1.4 Uncertainty Avoidance ... 7
    1.2 F. Trompenaars & Ch. M. Hampden-Turner ... 9
        1.2.1 Universalism vs. Particularism ... 9
        1.2.2 Analysed Specifics vs. Integrated Wholes ... 10
        1.2.3 Other dimensions ... 11

Chapter 2 ′Doing Business in Britain, France, Germany & Italy′ ... 13
    2.1 Communication ... 14
        2.1.1 Britain ... 14
        2.1.2 Germany ... 15
        2.1.3 France ... 15
        2.1.4 Italy ... 16
    2.2 Leadership ... 17
        2.2.1 Britain ... 17
        2.2.2 Germany ... 18
        2.2.3 France ... 19
        2.2.4 Italy ... 19
    2.3 Meetings ... 20
        2.3.1 Britain ... 20
        2.3.2 Germany ... 20
        2.3.3 France ... 21
        2.3.4 Italy ... 21

Chapter 3 ′Survey at American Express Central Site′ ... 23
    3.1 Design of Questionnaire ... 24
    3.2 Data Analysis and Comparison to the Theory ... 25

Chapter 4 ′Discussion & Conclusion′ ... 31

Bibliography ... 34

Appendices
Appendix 1: Survey Sample ... 36
Appendix 2: Analysis of Question 3 cont. ... 40
Appendix 3: Analysis of Question 4 ... 41
Appendix 4: Analysis of Question 5 & 6 ... 43
Appendix 5: Analysis of Question 7 ... 45
Appendix 6: Languages ... 46
Appendix 7: Analysis of Question 10 ... 47
Appendix 8: Analysis of Question 11 cont. ... 49
Appendix 9: Humour ... 50
Appendix 10: Transcripts of Question 13 ... 51

List of Figures
Figure 1 : Analysis of Survey Question 1 ... 25
Figure 2 : Analysis of Survey Question 2 ... 26
Figure 3 : Analysis of Survey Question 3 ... 27
Figure 4 : Analysis of Survey Question 9 ... 27
Figure 5 : Analysis of Survey Question 3 cont. ... 40
Figure 6 : Analysis of Survey Question 4 ... 41
Figure 7 : Analysis of Survey Question 6 ... 44
Figure 8 : Analysis of Survey Question 7 ... 45
Figure 9 : Analysis of Survey Question 10 ... 47

List of Tables
Table 1 : Analysis of Survey Question 11 ... 29
Table 2 : Analysis of Survey Question 5 ... 43
Table 3 : Analysis of Survey Question 8 ... 46

Introduction

The member countries of the European Union are becoming more and more integrated, but, as the above extract shows, cultural differences among the individual states still remain and can pose problems.

Effective cross-cultural management and communication between the countries is essential in order to work efficiently together and build a strong union. We encounter cross-cultural issues in all areas of our life, but in this dissertation I will concentrate on cross-cultural communication and management in a business context.

Today, numerous businesses operate on an international or European level, mergers between companies from different countries have become very common and for these businesses to work efficiently management and employees have to be aware of cultural differences and understand how to use them to their advantage, instead of seeing them as an obstacle.

Having worked in an international environment for several years, I have become aware of differences between nationalities and interested in exploring where these differences come from and how to accept and deal effectively with them.

Over the summer of 2001 I was working as a coach for several European teams within American Express Customer Relations and encountered difficulties with some of my trainees, which, as I realised later, were triggered by cultural differences.

In this paper I will attempt to give a brief overview of the work of three major theorists, who have researched cross-cultural management and communication.
In the second chapter I will outline the consequences cultural differences can have on the workings and organisation of business. Due to the parameters of this project I have chosen only three areas to look at - communication, leadership and meetings.

The next chapter will include details about a survey I conducted at American Express Customer Relations, the results of which I will critically evaluate and compare to the theories mentioned in Chapter 1.

During my research I was overwhelmed by the amount of information found in the topic area of cross-cultural management and communication and, with rising interest and fascination from my site, it was necessary for me to limit the aspects and theories looked at, due to the length of this work.

Nevertheless, I hope that awareness and interest will arise in the reader and perhaps even trigger further investigation into areas of interest.

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