Business Culture

Whilst younger, junior employees are perfectly capable of conducting negotiations at a distance, it is always desirable to send older, senior representatives to the United Kingdom for face-to-face discussions. This is not to say that British businessmen believe young people are incapable of performing the task, but there is an element of distrust of whizz-kids straight out of business school with a gleaming MBA. Attitudes are changing gradually but there remains a strong tradition hi the UK of learning your trade "on the job" and valuing experience more than certificates. Consequently, elder people are often better able to assume the air of dignified authority that is respected in British business culture.

Similarly there are industries, notably manufacturing, in which there are comparatively few women in senior managerial positions even though women make up a higher percentage of the total workforce than in other EU countries. Sex discrimination is, of course, unlawful but many companies — particularly outside London and the major cities — are still dominated by somewhat unenlightened older males. In order to command respect and to assure counterparts of her competence, the travelling businesswoman should maintain a professional demeanour, display a detailed knowledge of her field and dress conservatively at all times. Regrettably, some of this advice is also relevant for non-whites.

In keeping with their undemonstrative nature, British businessmen approach their work in a detached way I that regards objective facts and: solid evidence as the only legitimate forms of persuasion; feelings and personal relationships are usually irrelevant

Thorough preparation is important: you should bring a plentiful supply of business cards (which are normally exchanged at the end of a meeting) and ensure that you have the proper materials for making effective presentations.

Meetings can sometimes appear rather anarchic with little apparent structure or direction. This is in keeping with Britain's proud democratic tradition that allows everyone his or her say, but it can also be misleading. Whilst teamwork is important, British business culture remains essentially hierarchical. A wide range of input is valued and a consensus may be reached but the final decision still rests with the most powerful (usually, but not always, the most senior) individual who may or may not be chairing any given meeting.

Nevertheless, despite this traditional view of British business as a hierarchical, pyramidal structure with a vertical chain of command, notions of a quasi-military organisation are increasingly out-of-date. Whilst it is true that in the past the British did have a rigid respect for authority, they have never really liked systems and modern practice prefers a more fluid approach that respects individuals as valuable members of the team.

Senior executives continue to make the "big" decisions, sometimes unilaterally, but there is greater scope for input from junior staff. At the same time the "younger generation" (under 40-45 years of age) is simply less respectful of their elders whom they no longer regard as necessarily their betters.

The British work well as a team and reach team decisions but the boss remains somewhat apart from the team.

Modern British business is driven much more by results than by the application of strict processes. This is largely the product of the "Thatcherite" reforms of the 1980s that brought about a market-led shake-up of accepted knowledge and practices, encouraging a "can do" mentality that cuts through bureaucratic inertia.

Although British businessmen tend to emphasise short-term results rather than long-range objectives, they are generally interested in long-term relationships rather than quick deals.

Precedent plays an important part in decision-making. The British tend to follow established rules and practices and company policy is the primary authority at all levels of the organisation. A proposal stands a better chance of success if it conforms to the way things have been done in the past. Decision-making can be a slow, deliberate process and rushing or putting pressure on the decision-maker is usually counterproductive; in the end, the Managing Director (the most senior executive in the majority of British companies) will reach a final decision that may be unilateral and is effectively irrevocable.

Attitudes to change and time tend to vary according to an age-industry matrix. Some older industries have the agility of a dinosaur and can bury new ideas in red tape for weeks if not months; on the other hand, younger enterprises can arrive at a plan of action for immediate implementation when the management team meets around a table. "Now" means "now", but "I'll put ft in the post" or "I'll get back to you" may mean a long delay and maybe "never" (rather like "we must have lunch some time"). Agreements lead to contracts; if the British businessman is really serious, the lawyers will set to work in-starker. On the other hand, delivery may still not be as rapid as hoped or even agreed.

During initial meetings, facial expressions are kept to a minimum and it may be difficult to perceive what the other participants are thinking but you can be sure that they are observing intently even when they appear to be doodling absent-mindedly. Thus, as always, it is important to remain guarded and professional even when a meeting seems to slip into informality, and to give your British counterparts the necessary time to make a full assessment of you as an individual, as well as of your proposal and your company. In turn, you should also note how the participants interact and try to ascertain who are the key players for the success of your project. The British are relatively taciturn by nature and it may be that the quietest person around the table actually wields the most influence and/or power

Be aware in your dealings that the British are masters of understatement and that irony is a favourite weapon. Direct questions may encounter evasive responses and other typically British ploys are to avoid stating the obvious and to imply the opposite of what is actually said Tone of voice or facial expression may sometimes hint at what is really meant but not always and it is equally important to pay attention to what is not said.

Humour also plays an important role in business discussions; having a repertoire of jokes and anecdotes can be an asset and good raconteurs should make the most of their talent. In any case you should not be surprised by any seemingly inappropriate levity. On the other hand, the British are prone to using sarcasm, particularly the one-line jibe, to ridicule an adversary or to register disagreement or even contempt This may be hurtful at the time but the British do not for the most part harbour long-term grudges.

Aggressive techniques such as the "hard sell" or denigrating another company's product or service will not be well received. Nor should you give unsolicited praise since it is rarely welcome. And do not gush — the British "stiff upper lip" does not appreciate excessive enthusiasm.

Finally, once they decide that they want to do business with you, the British can be blunt, direct, and will probably not hesitate to speak their minds. They certainly will not be slow to say "no" (however politely or obliquely).

Giving gifts is not a normal part of British business culture. Indeed, British business colleagues are quite likely to feel-embarrassed to receive any gift at all. The only exception would be at the conclusion of a deal when it might be appropriate to give a unique commemorative item to mark the occasion.

Spirits, on the other hand, area matter of personal taste and best not given as a present. A bottle of your favorite bourbon may languish unopened in the drinks cabinet for years.

The usual European caveats apply when giving flowers: no red roses, white lilies, or chrysanthemums.

If you know that you are going to stay with a family, it is a good idea to bring something from your own country. Your hosts are letting you into the intimacy of their home, so a coffee-table book about your area or some artefact that typifies it would constitute a way of letting your hosts into some of the secrets of your own home. If you are unprepared, then your time in your hosts' house should allow you" to think of something they would really appreciate even if you have to mail it from home on your return.

Whenever you have been a guest in a home, you should always send a hand-written thank-you note. Indeed, it is a thoughtful gesture to thank your hosts in writing for any hospitality, even a short drinks party.

Notes:

Ex. 1. Find the synonyms to the words from list A in list B.

Ex. 2. Complete each sentence with a word or a phrase.

1) In theory, official working hours are normally ... .

2) Government offices close for lunch ... but stay open ... .

3) Banks are generally open ... .

4) It is best to avoid ... .

5) Easter is also popular for ... .

6) UK industry closes down almost completely between ... .

7) The British appreciate ... .

8) One should not arrive too promptly for ... .

9) The more important the meeting, the more time one should allow for … .

Ex. 3. Questions for discussion.

1) Why is it desirable to send older representatives to the UK for face-to face discussion?

2) What demeanour should traveling women maintain to command respect?

3) How do British businessmen approach their work?

4) What are the meetings like?

5) What modern practice does British business prefer?

6) Who makes the "big" decisions?

7) What did the "Thatcherite" reforms of the 1980s bring about?

8) What do British businessmen emphasize?

9) How does a proposal stand a better chance of success?

10) How do attitudes to change and time vary in different enterprises?

11) How do British businessmen behave during initial meetings?

12) What are the traits of the British?

13) What are the British prone to?

14) When is gift giving encouraged?

15) Prove that British business culture is conservative.

16) Would you like to do business in England or not? Give your reasons.

Date: 2015-01-12; view: 1446