What about the USA?

If we explore the US culture through the lens of the 6-D Model, we can get a good
overview of the deep driving factors of American culture relative to other cultures in
our world. By supplying you with this information please realise that culture
describes a central tendency in society. Everybody is unique, yet social control
ensures that most people will not deviate too much from the norm. Moreover, within
every country regional cultural differences exist, also in the States. Americans,
however, dont need to go to a cultural briefing before moving to another state
successfully.
Power Distance
The fact that everybody is unique implies that we are all unequal. One of the most
salient aspects of inequality is the degree of power each person exerts or can exert
over other persons; power being defined as the degree to which a person is able to
influence other peoples ideas and behavior.
This dimension deals with the fact that all individuals in societies are not equal, and
it expresses the attitude of the culture toward these power inequalities
amongst us. Power distance is defined as the extent to which the less powerful
members of institutions and organisations within a country expect and accept that
power is distributed unequally. It has to do with the fact that a societys inequality is
endorsed by the followers as much as by the leaders.
Individualism

The fundamental issue addressed by this dimension is the degree of

interdependence a society maintains among its members. It has to do with
whether peoples self-image is defined in terms of I or We. In Individualist
societies people are only supposed to look after themselves and their direct family.
In Collectivist societies people belong to in groups that take care of them in
exchange for unquestioning loyalty.
The fairly low score on Power Distance(40) in combination with one of the the most
Individualist (91) cultures in the world reflects itself in the following:

The American premise of liberty and justice for all. This is evidenced by an
explicit emphasis on equal rights in all aspects of American society and
government.
Within American organisations, hierarchy is established for convenience,
superiors are accessible and managers rely on individual employees and
teams for their expertise.
Both managers and employees expect to be consulted and information is
shared frequently. At the same time, communication is informal, direct and
participative to a degree.
The society is loosely-knit in which the expectation is that people look after
themselves and their immediate families only and should not rely (too much)
on authorities for support.
There is also a high degree of geographical mobility in the United States.
Americans are the best joiners in the world; however it is often difficult,
especially among men, to develop deep friendships.
Americans are accustomed to doing business or interacting with people they
dont know well. Consequently, Americans are not shy about approaching
their prospective counterparts in order to obtain or seek information. In the
business world, employees are expected to be self-reliant and display
initiative. Also, within the exchange-based world of work we see that hiring,
promotion and decisions are based on merit or evidence of what one has
done or can do.

Masculinity
A high score (Masculine) on this dimension indicates that the society will be driven
by competition, achievement and success, with success being defined by the
winner or best-in-the-field. This value system starts in childhood and continues
throughout ones life both in work and leisure pursuits.
A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life. A Feminine society is one where quality of
life is the sign of success and standing out from the crowd is not admirable. The
fundamental issue here is what motivates people, wanting to be the best
(Masculine) or liking what you do (Feminine).
The score of the US on Masculinity is high at 62, and this can be seen in the typical
American behavioral patterns. This can be explained by the the combination of a
high Masculinity drive together with the most Individualist drive in the world. In

other words, Americans, so to speak, all show their Masculine drive individually. The
British, however, have the same culture in this respect. The question, therefore,
should be: is the same drive not normally to be seen on the surface? This difference
is a reflection of the higher score of the US on Uncertainty Avoidance than of the UK.
In other words, in both societies we find the same drive, but Americans show it upfront whereas the British will take you by surprise.
This American combination reflects itself in the following:

Behavior in school, work, and play are based on the shared values that
people should strive to be the best they can be and that the winner takes
all. As a result, Americans will tend to display and talk freely about their
successes and achievements in life. Being successful per se is not the great
motivator in American society, but being able to show ones success
Many American assessment systems are based on precise target setting, by
which American employees can show how well a job they did.
There exists a can-do mentality which creates a lot of dynamism in the
society, as it is believed that there is always the possibility to do things in a
better way
Typically, Americans live to work so that they can obtain monetary rewards
and as a consequence attain higher status based on how good one can be.
Many white collar workers will move to a more fancy neighborhood after each
and every substantial promotion.
It is believed that a certain degree of conflict will bring out the best of people,
as it is the goal to be the winner. As a consequence, we see a lot of
polarisation and court cases. This mentality nowadays undermines the
American premise of liberty and justice for all. Rising inequality is
endangering democracy, because a widening gap among the classes may
slowly push Power Distance up and Individualism down.

Uncertainty Avoidance
The dimension Uncertainty Avoidance has to do with the way that a society
deals with the fact that the future can never be known: should we try to
control the future or just let it happen? This ambiguity brings with it anxiety and
different cultures have learnt to deal with this anxiety in different ways. The extent
to which the members of a culture feel threatened by ambiguous or unknown
situations and have created beliefs and institutions that try to avoid these is
reflected in the score on Uncertainty Avoidance.
The US scores below average, with a low score of 46, on the Uncertainty Avoidance
dimension. . As a consequence, the perceived context in which Americans find
themselves will impact their behaviour more than if the culture would have either
scored higher or lower. Thus, this cultural pattern reflects itself as follows:

There is a fair degree of acceptance for new ideas, innovative products and a
willingness to try something new or different, whether it pertains to
technology, business practices or food. Americans tend to be more tolerant
of ideas or opinions from anyone and allow the freedom of expression. At the

same time, Americans do not require a lot of rules and are less emotionally
expressive than higher-scoring cultures.
At the same time, 9/11 has created a lot of fear in the American society
culminating in the efforts of government to monitor everybody through the
NSA and other security organisations

Long Term Orientation

This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future,
and societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
The United States scores normative on the fifth dimension with a low score of 26.
This is reflected by the following:

Americans are prone to analyse new information to check whether it is true.

Thus, the culture doesnt make most Americans pragmatic, but this should
not be confused with the fact that Americans are very practical, being
reflected by the can-do mentallity mentioned above.
The polarisation mentioned above is, so to speak, strengthened by the fact
that many Americans have very strong ideas about what is good and evil.
This may concern issues such as abortion, use of drugs, euthanasia, weapons
or the size and rights of the government versus the States and versus
citizens.
The US is the one of the only Caucasian countries in the world where, since
the beginning of the 20th century, visiting church has increased. This
increase is also evident in some post-Soviet republics such as Russia.
American businesses measure their performance on a short-term basis, with
profit and loss statements being issued on a quarterly basis. This also drives
individuals to strive for quick results within the work place.

Indulgence
One challenge that confronts humanity, now and in the past, is the degree to which
small children are socialised. Without socialisation we do not become human. This
dimension is defined as the extent to which people try to control their
desires and impulses, based on the way they were raised. A tendency toward a
relatively weak control over their impulses is called Indulgence, whereas a
relatively strong control over their urges is called Restraint. Cultures can be
described as Indulgent or Restrained.
The United States scores as an Indulgent (68) society on the sixth dimension. This,
in combination with a normative score, is reflected by the following contradictory
attitudes and behaviour:

Work hard and play hard.

The States has waged a war against drugs and is still very busy in doing so,
yet drug addiction in the States is higher than in many other wealthy
countries.
It is a prudish society yet even some well-known televangelists appear to be
immoral.

Scores of countries marked with an asterisk (*) are - partially or fully - not
from Geert Hofstede but have been added through research projects of
other researchers or have been derived from data representing similar
countries in combination with our practitioner experience. For the official
scores check Hofstede`s books or his private website

USA Management Guide (http://www.commisceoglobal.com/management-guides/usa-management-guide)

intercultural Management - USA
Being a Manager in United States
Management Guide United States
To ensure successful cross cultural management when working in the U.S., it is
safest to treat all people with an equal amount of respect and deference (within the
informal framework of America, in general), focus on schedules and maximizing
time, and expect that people will want to be dealt with as individuals.
In the U.S. there is a sense that all people in the organization have an important role
to play and all are valued for their input. Therefore, managers consult employees to
gather background information and often have them share in the decision-making
process.
The American working environment has changed drastically. With one eye on costs
and the other on retention, employers are increasingly offering part-time or shared
jobs, or outsourcing to external contractors. Change is constant as companies are
restructured, work teams become "virtual," and flexible work arrangements become
more common.
The Role of a Manager
Cross cultural communiciation will be more effective when working in United States
when you remember that the most productive managers in United States recognize
and value the specialized knowledge that employees at all levels bring. Employees
expect to be consulted on decisions that affect them and the greater good of the
organization.
Approach to Change
Cross cultural management is more likely to succeed if you understand that
businesses in the U.S. have a high tolerance for risk and a ready acceptance for
change. The underlying mindset is that change, while difficult, usually brings
improvements and enhancements with it.

Approach to Time and Priorities

The U.S. is a controlled-time culture. Global and intercultural expansion has meant
adherence to schedules is important and expected. Missing a deadline is a sign of
poor management and inefficiency, and will shake peoples confidence.
Successful intercultural management will depend on the individuals ability to meet
deadlines.
Decision Making
American managers are viewed as facilitators--people who help employees do their
best work--and not simply decision makers. They empower employees and expect
them to take responsibility.
Employees freely cross management levels and speak directly to senior managers.
This freedom is particularly apparent at meetings, where everyone in attendance is
encouraged to participate openly.
Boss or Team Player?
Cross cultural management is more likely to succeed if you understand the mindset
behind the work force. In The United States, groups collaborate well together as
teams. Members are generally chosen to participate based on tangible skills or the
knowledge base they bring, and are equally welcome to contribute to any
discussion that may arise. They are encouraged to generate new ideas that may
further the direction of the plan or spawn a new track entirely. In successful,
dynamic teams, all members are valued for their actual and potential contribution,
and all are treated with equal respect.
Communication and Negotiation Styles
The American negotiating style tends to be a "hard sell"sometimes characterized
as sledgehammer subtlety combined with missionary zeal. A strong pitch may
sound boastful but is meant to inspire confidence and trust. It is also consistent with
the penchant for logical reasoning, directness and comfort with self-promotion.
American negotiators may have little familiarity with, or patience for, the formal
business protocol, indirect communication style, or consensual decision-making
practices of other countries (a fact that savvy international negotiators often use to
their advantage). Their focus is on the short term and the "big picture" --securing
the best deal in a timely manner.
Their approach is informal, cordial and straightforward. The U.S. team will reveal its
position and expect the other party to engage in a competitive bargaining process.
If an impasse is reached, American tenacity, creativity, and persuasiveness will
come to the fore. Despite the "hard sell" tactics, negotiating partners should not
feel pressured into making a decision. The Americans expect their counterparts
across the table to be similarly pragmatic and single-minded in trying to secure a
favorable deal

Canada
See all tools

What about Canada?

If we explore the Canadian culture through the lens of the 6-D Model, we can get a
good overview of the deep drivers of Canadian culture relative to other world
cultures.
Power
Distance
This dimension deals with the fact that all individuals in societies are not equal it
expresses the attitude of the culture towards these inequalities amongst us. Power
Distance is defined as the extent to which the less powerful members of
institutions and organisations within a country expect and accept that
power is distributed unequally. It has to do with the fact that a societys
inequality is endorsed by the followers as much as by the leaders.
With a score of 39 on this dimension, Canadian culture is marked by
interdependence among its inhabitants and there is value placed on egalitarianism.
This is also reflected by the lack of overt status and/or class distinctions in society.
Typical of other cultures with a low score on this dimension, hierarchy in Canadian
organisations is established for convenience, superiors are always accessible and
managers rely on individual employees and teams for their expertise. It is
customary for managers and staff members to consult one another and to share

information freely.
With respect to
straightforward exchange of information.

communication,

Canadians

value

Individualism
The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with
whether peoples self-image is defined in terms of I or We. In Individualist
societies people are supposed to look after themselves and their direct family only.
In Collectivist societies people belong to in groups that take care of them in
exchange
for
loyalty.
Canada scores 80 on this dimension (its highest dimension score) and can be
characterized as an Individualist culture. Similar to its American neighbor to the
south, this translates into a loosely-knit society in which the expectation is that
people look after themselves and their immediate families. Similarly, in the business
world, employees are expected to be self-reliant and display initiative. Also, within
the exchange-based world of work, hiring and promotion decisions are based merit
or evidence of what one has done or can do.
Masculinity
A high score (Masculine) on this dimension indicates that the society will
be driven by competition, achievement and success, with success being
defined by the winner or best-in-the-field. This value system starts in
school and continues throughout ones life both in work and leisure
pursuits.
A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life. A Feminine society is one where quality of
life is the sign of success and standing out from the crowd is not admirable. The
fundamental issue here is what motivates people, wanting to be the best
(Masculine)
or
liking
what
you
do
(Feminine).
Canada scores 52 on this dimension and can be characterized as a
moderately Masculine society. While Canadians strive to attain high
standards of performance in both work and play (sports), the overall
cultural tone is more subdued with respect to achievement, success and
winning, when compared to the US. Similarly, Canadians also tend to have
a work-life balance and are likely to take time to enjoy personal pursuits,
family gatherings and life in general. This is not to say that Canadians are
not hard workers. As a general rule, Canadians strive to attain high
standards of performance in all endeavors.
Uncertainty
Avoidance
The dimension Uncertainty Avoidance has to do with the way that a
society deals with the fact that the future can never be known: should we
try to control the future or just let it happen? This ambiguity brings with it
anxiety and different cultures have learnt to deal with this anxiety in

different ways.
The extent to which the members of a culture feel
threatened by ambiguous or unknown situations and have created beliefs
and institutions that try to avoid these is reflected in the score on Uncertainty
Avoidance.
The Canadian score on this dimension is 48 and Canadian culture is more
uncertainty accepting. This is indicative of the easy acceptance of new ideas,
innovative products and a willingness to try something new or different, whether it
pertains to technology, business practices, or consumer products. Canadians are
also tolerant of ideas or opinions from anyone and allow the freedom of expression.
At the same time, Canadian culture is not rules-oriented and Canadians tend to be
less emotionally expressive than cultures scoring higher on this dimension.
Long Term Orientation
This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future,
and societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
Canada scores 36 in this dimension, marking it as a normative society. People in
such societies have a strong concern with establishing the absolute Truth; they are
normative in their thinking. They exhibit great respect for traditions, a relatively
small propensity to save for the future, and a focus on achieving quick results.
Indulgence
One challenge that confronts humanity, now and in the past, is the degree
to which small children are socialized. Without socialization we do not
become human. This dimension is defined as the extent to which people
try to control their desires and impulses, based on the way they were raised.
Relatively weak control is called Indulgence and relatively strong control is called
Restraint. Cultures can, therefore, be described as Indulgent or Restrained.
The high score of 68 in this dimension means that Canadian culture is classified as
Indulgent. People in societies classified by a high score in Indulgence generally
exhibit a willingness to realise their impulses and desires with regard to enjoying life
and having fun. They possess a positive attitude and have a tendency towards
optimism. In addition, they place a higher degree of importance on leisure time, act
as they please and spend money as they wish.
NOTE: While the above descriptions apply to Canadian culture overall, one
will likely find subtle differences between Anglophone Canadians and
Francophone Canadians (the Province of Quebec.)
Compared with their
Anglophone counterparts, French-Canadians can be more formal, hierarchical,

moderately relationship focused, and more emotionally expressive. The scores for
Quebec are as follows: pdi 54; idv 73; mas 45; uai 60

Canada Management Guide

Intercultural Management - Canada
Being a Manager in Canada
The business set up in Canada is egalitarian and to ensure successful cross cultural
management it is important to remember to treat each and every person with equal
respect and deference.
Intercultural adaptability relies on this understanding that in Canada there is a
sense that all people in the organization have an important role to play and are
valued for their input. Therefore, in this culture, managers wont lose any respect
consulting other employees over decisions.
Since Canada is a cultural mosaic where immigrants are encouraged to retain their
ethnic heritage, the business behaviour you observe may vary dependent upon the
cultural heritage of the person involved and intercultural adaptability is essential.
The Role of a Manager
Cross cultural communication will be more effective when working if you remember
that the most productive managers in Canada recognize and value the specialized
knowledge that employees at all levels bring. Employees expect to be consulted on
decisions that affect them and the greater good of the organization.
Successful intercultural management will remember that the role of the leader is to
harness the talents of the group assembled, and develop any resulting synergies.
The leader will be deferred to as the final authority in any decisions that are made,
but they do not dominate the discussion or generation of ideas. Praise should be
given to the entire group as well as to individuals.
Approach to Change
Canadas intercultural competence and readiness for change is high. Businesses in
Canada have a high tolerance for risk and a ready acceptance for change. The
underlying mindset is that change, while difficult, usually brings improvements and
that hard work and innovation will bring a better tomorrow.
Risk-takers who fail are not deprived of future opportunities as failure is often
perceived as a necessary step in the learning process.

When discussing plan implementations, Canadian managers will look for a

proactive, success-oriented perspective with details about how to make the plan
succeed. Without losing sight of the risk, managers are expected stay focused on
the opportunity and the positive vision.
Approach to Time and Priorities
Canada is a controlled-time culture, and adherence to schedules is important and
expected. In Canada missing a deadline is a sign of poor management and
inefficiency, and will shake peoples confidence.
Since Canadians respect schedules and deadlines, it is not unusual for managers to
expect people to work late and even give up weekends in order to meet target
deadlines. Successful intercultural management will depend on the individuals
ability to meet deadlines.
Decision Making
Canada is an egalitarian society, which means that employees are free to express
their opinions to their managers. In general, information flows in all directions and
managers often seek the advice of others within the company who are technical
experts. Managers often see themselves as facilitators whose job is to assist their
subordinates in producing their best work.
In Quebec, which is more hierarchical, there is a greater respect for rank and
authority and less discussion with employees prior to reaching a decision. However,
in high-technology companies or more entrepreneurial companies, Quebec
management style is similar to the rest of Canada.
Boss or Team Player?
In Canada, groups collaborate well together as teams. Members are generally
chosen to participate based on tangible skills or the knowledge base they bring, and
are equally welcome to contribute to any discussion that may arise.
The role of the leader is to harness the talent of the group assembled, and develop
any resulting synergies.
Communication and Negotiation Styles
Although personal relationships are not required to conduct business, expect some
small talk before delving into the business discussions. Communication is generally
direct and Canadians have no difficulty in saying no.
As a rule, French Canadians are proud of their culture and heritage. They take
special pride in their language and speaking it well. If you do not speak French, it is

a good idea to learn a few key phrases, since it demonstrates an interest in

maintaining a long-term relationship.

What about France

If we explore French culture through the lens of the 6-D Model, we can get a good
overview of the deep drivers of Frances culture relative to other world cultures.
Power
Distance
This dimension deals with the fact that all individuals in societies are not equal it
expresses the attitude of the culture towards these inequalities amongst us. Power
Distance is defined as the extent to which the less powerful members of
institutions and organisations within a country expect and accept that
power is distributed unequally.
With a score of 68, France scores fairly high on Power Distance. Children are raised
to be emotionally dependent, to a degree, on their parents. This dependency will be
transferred to teachers and later on to superiors. It is, therefore, a society in which a
fair degree of inequality is accepted. Power is not only centralised in companies and

government, but also geographically. Just look at the road grid in France; most
highways lead to Paris.
Many comparative studies have shown that French companies have normally one or
two hierarchical levels more than comparable companies in Germany and the UK.
Superiors have privileges and are often inaccessible. CEOs of big companies are
called Mr. PDG, which is a more prestigious abbreviation than CEO, meaning
President Director General. These PDGs have frequently attended the most
prestigious universities called grandes coles, big schools.
Individualism
The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with
whether peoples self-image is defined in terms of I or We. In Individualist
societies people are supposed to look after themselves and their direct family only.
In Collectivist societies people belong to in groups that take care of them in
exchange
for
loyalty.
France, with a score of 71, is shown to be an individualist society. Parents make
their children emotionally independent with regard to groups in which they belong.
This means that one is only supposed to take care of oneself and ones family.
The French combination of a high score on Power Distance and a high score on
Individualism is rather unique. We only find the same combination in Belgium and,
to some degree, in Spain and northern Italy.
This combination is not only unique, but it also creates a contradiction, so to speak.
Only so to speak, because scores in the model dont influence anything. They just
give a structured reflection of reality. This combination manifests itself in France in
the following ways:

It is claimed that one reason why the French are less obese than people in
other EU-countries is that parents still have more sway over children than in
other EU-countries. Whether this is true or not is not known by us. All the
same, what is true is that the family has still more emotional glue than in
other Individualist cultures. This is a reflection of the high score on Power
Distance with its stronger respect for the elderly.
Subordinates normally pay formal respect and show deference to their boss,
but behind his/her back they may do the opposite of what they promised to
do, as they may think that they know better, yet are not able to express so.
Another reflection of high Power Distance contrary to formal obedience is the
total rejection of those in power as there is no way to change by evolution but
only by strikes, revolts and revolution.
Employers and trade unions dont really talk together as they look at each
other as almost belonging to a separate species.
The need to make a strong distinction between work and private life is even
stronger in France than in the US, despite the fact that the US scores higher
on Individualism. This is a reflection of the fact that employees more quickly

feel put under pressure than in the US because of their emotional

dependence on what the boss says and does. In cultures which score high on
Power Distance and Collectivism, the normal combination, such
dependence is welcomed. At least, if the power holders act as benevolent
fathers.
The French prefer to be dependent on the central government, an impersonal
power centre which cannot so easily invade their private life.
What is human, but more pronounced in France, is the need for strong
leadership in times of crisis. In spite of that, when the crisis is resolved the
president should make space for much weaker leadership.
Many French have the need to become a patron, whether as mayor of a
small village or as the chairman of the bridge club.
Customer service is poor in the eyes of all those Anglo-Saxons who believe
that the customer is king. Not so in France. The French are self-motivated to
be the best in their trade. They, therefore, expect respect for what they do,
after which they are very much willing to serve you well.

Masculinity
A high score (Masculine) on this dimension indicates that the society will
be driven by competition, achievement and success, with success being
defined by the winner / best in field a value system that starts in school
and continues throughout organisational life.
A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life. A Feminine society is one where quality of
life is the sign of success and standing out from the crowd is not admirable. The
fundamental issue here is what motivates people, wanting to be the best
(Masculine) or liking what you do (Feminine).
With a score of 43, France has a somewhat Feminine culture. At face value this may
be indicated by its famous welfare system (securit sociale), the 35-hour working
week, five weeks of holidays per year and its focus on the quality of life. French
culture in terms of the model has, however, another unique characteristic. The
upper class scores Feminine while the working class scores Masculine. This
characteristic has not been found in any other country. This difference may be
reflected by the following:

Top managers earn on average less than one would expect given the high
score on Power Distance.
Married couples of high society could go public with a lover without negative
consequences, at least certainly in the past. The scandal in the US about
Clinton and Lewinsky has never been understood in France. In addition,
crime passionel, i.e. crimes of passion, have always been sentenced very
leniently in comparison to other murder trials.

Uncertainty
Avoidance
This dimension, Uncertainty Avoidance, has to do with the way that a
society deals with the fact that the future can never be known: should we

try to control the future or just let it happen? This ambiguity brings
anxiety with it, and different cultures have learnt to deal with this anxiety
in different ways. The extent to which the members of a culture feel
threatened by ambiguous or unknown situations and have created beliefs
and institutions that try to avoid these is reflected in the score on Uncertainty
Avoidance.
At 86, French culture scores high on Uncertainty Avoidance. This is clearly evident in
the following:

The French dont like surprises. Structure and planning are required.
Before meetings and negotiations they like to receive all necessary
information.
As a consequence, the French are good in developing complex technologies
and systems in a stable environment, such as in the case of nuclear power
plants, rapid trains and the aviation industry.
There is also a need for emotional safety valves as a high score on
Uncertainty Avoidance and the combination of high Power Distance and high
Individualism strengthen each other, so to speak. The French, for example,
are very talkative and engueuler, giving someone the sharp edge of ones
tongue happens often.
There is a strong need for laws, rules and regulations to structure life. This,
however, doesnt mean that most Frenchmen will try to follow all these rules,
the same as in other Latin countries. Given the high score on Power Distance,
which means that power holders have privileges, power holders dont
necessarily feel obliged to follow all those rules which are meant to control
the people in the street. At the same time, commonners try to relate to power
holders so that they can also claim the exception to the rule.

Long Term Orientation

This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future,
and societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
France scores high (63) in this dimension, making it pragmatic. In societies with a
pragmatic orientation, people believe that truth depends very much on situation,
context and time. They show an ability to adapt traditions easily to changed
conditions, a strong propensity to save and invest, thriftiness, and perseverance in
achieving results.
Indulgence
One challenge that confronts humanity, now and in the past, is the degree to which
small children are socialised. Without socialisation we do not become human. This

dimension is defined as the extent to which people try to control their

desires and impulses, based on the way they were raised. A tendency toward a
relatively weak control over their impulses is called Indulgence, whereas a
relatively strong control over their urges is called Restraint. Cultures can be
described as Indulgent or Restrained.
France scores somewhat in the middle (48) where it concerns Indulgence versus
Restraint. This, in combination with a high score on Uncertainty Avoidance, implies
that the French are less relaxed and enjoy life less often than is commonly assumed.
Indeed, France scores not all that high on the happiness indices.

France Management Guide

Intercultural Management - France
Being a Manager in France
The business set up in France is egalitarian and to ensure successful cross cultural
management it is important to remember to treat each and every person with equal
respect and deference.
In other words, in business it is safest to be formal and reserved in your behavior
and expect that your French colleagues will be the same. Communication may be
both formal and informal, depending upon the person you are dealing with and the
relationship between you.
The Role of a Manager
French business behavior emphasizes courtesy and a degree of formality. Chief
executives of French companies often come from a select group of universities and
share a similar background. Consequently, it is best to send a senior executive to
initiate the relationship with the French decision-maker, especially if it is someone
whose credentials and experience are comparable.
Newcomers to the French management style should carefully study the corporate
culture of specific companies because they may vary. Consequently, employees will
range from feeling empowered to speak out in the management process, to those
who believe it is most important to simply execute the instructions by their
leadership.
Approach to Change
Frances intercultural adaptability and readiness for change is developing all the
time. France is seen to have a medium tolerance for change and risk. It is important
for innovations to have a track record or history noting the benefits if they are to be
accepted and implemented.

The fear of exposure, and the potential of embarrassment that may accompany
failure, brings about aversion to risk and the need to thoroughly examine the
potential negative implications. While in risk-tolerant environments, failure is
perceived as a learning process that encourages confidence in future ventures,
failure in France causes a long-term loss of confidence by the individual as well as
by others. Because of this attitude, intercultural sensitivity is going to be required,
especially when conducting group meetings and discussing contributions made my
participating individuals.
Approach to Time and Priorities
France is a controlled-time culture, and adherence to schedules is important and
expected. In France missing a deadline is a sign of poor management and
inefficiency, and will shake peoples confidence. People in controlled-time cultures
tend to have their time highly scheduled, and its generally a good idea to provide
and adhere to performance milestones.
Effective cross cultural management skill will depend on the individuals ability to
meet deadlines.
Decision Making
For effective cross cultural management it is important to remember that hierarchy
is part of the French business culture. This is a country where rank has its privilege,
often both literally and figuratively. Decision making is done at the highest levels,
often without consultation with subordinates.
Boss or Team Player?
French like working in teams and collaborate quite well. The communication within a
team is generally quite collegial, albeit somewhat direct and blunt. Role allocation
within the team is generally quite clearly defined and people will take greater
responsibility for their specific task than for the group as a whole.
Successful cross cultural management will depend on the individuals ability to
harness the talent of the group assembled, and develop any resulting synergies.
The leader will be deferred to as the final authority in any decisions that are made,
but they do not dominate the discussion or generation of ideas. Praise should be
given to the entire group as well as to individuals.
Communication and Negotiation Styles
French business emphasizes courtesy and a fair degree of formality. Wait to be told
where to sit as there may be a protocol to be followed. Although English may be
spoken, it is a good idea to hire an interpreter so as to avoid any cross cultural
misunderstandings. Business is conducted slowly. You will have to be patient and

not appear ruffled by the strict adherence to protocol. Avoid confrontational

behavior or high-pressure tactics as it can be counterproductive.
The French will carefully analyze every detail of a proposal, regardless of how
minute. The French are often impressed with good debating skills that demonstrate
an intellectual grasp of the situation and all the ramifications.
Never attempt to be overly friendly. The French generally compartmentalize their
business and personal lives.

What about Morocco?

If we explore Moroccan culture through the lens of the 6-D Model, we can get a
good overview of the deep drivers of Moroccan culture relative to other world
cultures.
Power
Distance
This dimension deals with the fact that all individuals in societies are not equal it
expresses the attitude of the culture towards these inequalities amongst us. Power
Distance is defined as the extent to which the less powerful members of
institutions and organisations within a country expect and accept that
power
is
distributed
unequally.
At a score of 70, Morocco is a hierarchical society. This means that people

accept a hierarchical order in which everybody has a place and which

needs no further justification. Hierarchy in an organization is seen as
reflecting inherent inequalities, centralization is popular, subordinates
expect to be told what to do and the ideal boss is a benevolent autocrat
Individualism
The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members. It has to do with
whether peoples self-image is defined in terms of I or We. In Individualist
societies people are supposed to look after themselves and their direct family only.
In Collectivist societies people belong to in groups that take care of them in
exchange
for
loyalty.
Morocco, with a score of 46 is considered a collectivistic society. This is manifest in a
close long-term commitment to the member 'group', be that a family, extended
family, or extended relationships. Loyalty in a collectivist culture is paramount, and
over-rides most other societal rules and regulations. The society fosters strong
relationships where everyone takes responsibility for fellow members of their group.
In collectivist societies offence leads to shame and loss of face, employer/employee
relationships are perceived in moral terms (like a family link), hiring and promotion
decisions take account of the employees in-group, management is the
management
of
groups.
Masculinity
A high score (Masculine) on this dimension indicates that the society will be driven
by competition, achievement and success, with success being defined by the
winner/best in field a value system that starts in school and continues throughout
organisational life.
A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life. A Feminine society is one where quality of
life is the sign of success and standing out from the crowd is not admirable. The
fundamental issue here is what motivates people, wanting to be the best
(Masculine)
or
liking
what
you
do
(Feminine).
Morocco gets an intermediate score of 53 on this dimension and this in
inconclusive.
Uncertainty
Avoidance
The dimension Uncertainty Avoidance has to do with the way that a
society deals with the fact that the future can never be known: should we
try to control the future or just let it happen? This ambiguity brings with it
anxiety and different cultures have learnt to deal with this anxiety in
different ways.
The extent to which the members of a culture feel
threatened by ambiguous or unknown situations and have created beliefs
and institutions that try to avoid these is reflected in the score on Uncertainty
Avoidance.

Morocco scores 68 on this dimension and thus has a very high preference for
avoiding uncertainty. Countries exhibiting high Uncertainty Avoidance maintain rigid
codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas.
In these cultures there is an emotional need for rules (even if the rules never seem
to work) time is money, people have an inner urge to be busy and work hard,
precision and punctuality are the norm, innovation may be resisted, security is an
important
element
in
individual
motivation.
Long Term Orientation
This dimension describes how every society has to maintain some links with
its own past while dealing with the challenges of the present and future,
and societies prioritise these two existential goals differently. Normative societies.
which score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion. Those with a
culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.
With the very low score of 14, Moroccan culture is clearly normative. People in such
societies have a strong concern with establishing the absolute Truth; they are
normative in their thinking. They exhibit great respect for traditions, a relatively
small propensity to save for the future, and a focus on achieving quick results.
Indulgence
One challenge that confronts humanity, now and in the past, is the degree to which
small children are socialized. Without socialization we do not become human. This
dimension is defined as the extent to which people try to control their
desires and impulses, based on the way they were raised. Relatively weak control
is called Indulgence and relatively strong control is called Restraint. Cultures
can, therefore, be described as Indulgent or Restrained.
Morocco's low score on this dimension (25) indicates that is has a culture of
Restraint. Societies with a low score in this dimension have a tendency to cynicism
and pessimism. Also, in contrast to Indulgent societies, Restrained societies do not
put much emphasis on leisure time and control the gratification of their desires.
People with this orientation have the perception that their actions are Restrained by
social norms and feel that indulging themselves is somewhat wrong.

Morocco Management Guide

Intercultural Management - Morocco
Being a Manager in Morocco
The business set up in Morocco is conservative and hierarchical and to ensure
successful cross cultural management it is important to remember that strictly
defined roles exist. Alway err on the side of conservative behaviour through your
dress code and general conduct.

Intercultural adaptability relies on an understanding of this hierarchical system. This

belief means that people believe their supervisors have been chosen because of
their greater experience.
Expect to be served mint tea whenever you meet someone, as this demonstrates
hospitality. Always accept the beverage since declining is viewed as a rejection of
the person. As in other Muslim countries, Moroccans are gracious hosts and it is
important that you accept their offers of hospitality. At the same time, their business
practices have been greatly influenced by the French and emphasize courtesy and a
degree of formality.
Moroccans do not require as much personal space as many other cultures. As such,
they will stand close to you while conversing and you may feel as if your personal
space has been violated.
Since Moroccans judge people on appearances, stay in a high standard international
hotel. Likewise, wear good quality conservative clothes since they mark you as a
person of status.
The Role of a Manager
Cross cultural communication will be more effective when you are working in
Morocco, if you remember that honour and reputation play an important role. When
holding meetings, it is important to ensure that any ideas raised do not expose or
embarrass the individual. Managers should avoid praising individuals as all projects
are to be undertaken collectively.
Managers in Morocco are often paternalistic and relationships with their employees
usually overlap into personal areas.
Approach to Change
Moroccos intercultural competence and readiness for change is low. Its
conservatism means that change can often be seen as a threat to society. Managers
are therefore likely to be averse to change and it is essential that any changes are
viewed as positive for the whole and not just an individual.
Approach to Time and Priorities
Deadlines and timescales are fluid. Patience is the key to successful intercultural
management when working in Morocco. Essentially a relationship-driven culture, it
should be understood that taking the time to get to know someone will always take
precedence over any timelines.
Global and intercultural expansion means that some managers may have a greater
appreciation of the need to enforce timescales and as such, agreed deadlines are
more likely to be met.
Decision Making
Managers reach decisions after many discussions with the major stakeholders. Once
a decision is reached, it is given to subordinates to implement. Employees do not
publicly question a managers decisions as it would cause both parties to diminish
their reputation. Risk-taking is limited to those in decision making positions.

Since there is a high unemployment rate, employees value their jobs and try to
adhere to the unwritten rules of the company.
Boss or Team Player?
Due to the hierarchical set up in Morocco, it is important that the manager
maintains his / her role as boss and engenders the necessary respect from within
the team.
When the manager needs to work collectively with his / her team however, then it is
important that the need to work collectively is stated and that the team is
encouraged to operate openly in a non-threatening environment.
Communication and Negotiation Styles
Intercultural sensitivity is essential; introductions are imperative in this relationshipdriven culture. The social side of business is very important. Moroccans must know
and like you to conduct business. Companies are hierarchical with the highest
ranking person making decisions, but only after obtaining a group consensus. If the
government is involved, discussions will take even longer since the ministers of
several departments may be consulted. It is important that you do not cause your
Moroccan business associates to lose honour. Moroccans are non-confrontational
and they may agree in meetings rather than cause you to lose honour. French is
usually the language of business, although some companies use English and if you
dont speak French, you should hire an interpreter to avoid any possible cross
cultural miscommunication. Someones word is considered more important than a
contract.

The Difference Between Passive, Aggressive, and

Assertive Communication

Communication breakdowns are a common cause for conflict, and poor

communication strategies can lead to rapid escalation. Likewise, effective
communication strategies can help you correct these miscommunications to move
conflicts quickly towards resolution.

One idea that can help you choose the best communication strategy for the
situation comes from what I call the communication continuum.
The continuum runs from passive strategies on the left to aggressive strategies on
the right. In passive strategies, you communicate in a way that protects the other
persons interests at the expense of yours. Aggressive strategies represent the
other extreme where you communicate in a way that protects your interests at the
expense of the other persons.
Assertive communication strategies lie in the middle. These strategies depend on
approaches that protect the interests of both parties in the communication yours
and the other persons.
Assertive communication approaches represent a range of techniques rather than a
single point on the continuum. Some of the approaches lie a little to the left of
middle they are a little more passive and other approaches lie a little to the right
of middle they are a little more aggressive. Wherever they lie on the continuum,
all assertive strategies have this in common the interests of both parties are
protected. Depending on the situation, you might choose to go a little more passive
or a little more aggressive within the assertive range.
Whether it sits a little left of center or a little right of center, the guiding principle
behind all assertive communication techniques is that the technique allows you to
effectively express your needs and concerns in a way that respects the needs and
concerns of the other person.
Here are some guidelines for communicating assertively
1. Use
I
statements.
State your perspective as your perspective or interpretation without resorting to
statements that blame the other person. For example, You made me angry is
aggressive while I felt angry is assertive.
2. Focus
on
behaviors.
Avoid the desire to slip into interpretations like calling the other person rude or
insensitive. Comment on their behaviors or words without labeling them.
3. Keep
your
responses
short.
The longer you talk, the more likely you are to slip into either passive or aggressive
techniques.
4. Monitor
your
tone
of
voice
and
non-verbal
messages.
You can choose just the right words and ruin it with a sharp tone or aggressive
posture.
5. Listen.
Pay close attention to what they have to say as well. If you do not listen, you will
become aggressive.
6. Maintain
appropriate
eye
contact.
Too little eye contact and you could be perceived as dishonest. Too much eye
contact and you could come across as aggressive. In most situations in North
America, relatively steady eye contact with brief breaks every few seconds is
probably appropriate.