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.This is a comment I hear frequently from people who have just started to do business with Sweden.Whatforeigners often don t understand is the emphasis placed on teamwork and consensus in companies in someEuropean countries including the Netherlands and the Scandinavian nations.The decision-making process inSweden often involves a number of individuals: the manager of the department, or in the case of matrixorganizations, the function, the  specialist who knows the most about the issue in question, and the others inthe department who will be affected by the decision.It is not assumed here that the manager alone is alwaysthe best person to decide an issue, and the power to make decisions is often assumed by those working mostclosely with the specific issue or project.This consensus-seeking process may be time consuming, but itusually means that decisions are implemented relatively smoothly.From the other angle, it s interesting to hear Swedes who work with other countries comment on how strange itis to contact a manager, who may know nothing about the area, for a decision about something that affectstheir work.IN A NUTSHELL: Leaders and ManagersGLOBAL BUSINESS STANDARDMost people the world over want a manager who is trustworthy, encouraging, and positive, communicateswell, and is administratively competent.He or she should also be able to inspire others by providing avision of what can be achieved.(If you work for a manager like this, you ve won the jackpot!)GLOBAL WARNINGManagers are individuals, and it would be unusual to find one who conformed to all the  standardbusiness norms of his or her particular culture.Argentina: It helps to belong to the  right family or to have the  right connections.Managers have theleast authoritarian management style of South America.(See Letters 132, 133, 135, and 137.)Australia: Little attention is paid to your background, more to what you achieve.Managers are notautomatically treated with respect as in many other cultures.(See Letters 135 and 137.)Austria: Consensus is not of central importance.Managers make decisions and can be autocratic if needbe.Belgium: Academic qualifications are very highly valued.French-speaking managers are more likely tohave an authoritarian style than the Flemish.Managers are unlikely to delegate, and they are notenthusiastic team players.(See Letters 133, 136, and 138.)Brazil: A comparatively authoritarian management style is the norm.It helps to belong to the  right familyor have the  right connections.(See Letters 132, 133, 135, and 137.)Canada: There are differences between the English- and French-speaking managers styles.French-speaking managers are more authoritative and directive.China: Managers will accept that sometimes things are  outside their control. They tend to think morelong term and take a more  holistic approach than Western counterparts.In state-owned companies,managers are responsible for child care, education, health care, and so on.It is important to have theright connections (guanxi).(See Letter 132.)Denmark: There is little emphasis on status and the appearance of status.Managers are valued for, andvalue, practical skills.Managers are prepared to work as part of a team, with subordinates, to addressproblems.(See Letters 134, 136, and 138.)Finland: Managers are not as consensus-oriented as their Scandinavian neighbors.They are prepared tomake their own decisions and to issue direct instructions.(See Letters 134, 136, and 138.)France: Academic qualifications (especially from the  right university) are more highly valued thanexperience or practical skills.Being of the right social background may be important.Managers areunlikely to delegate, and they are not enthusiastic team players.They feel it is important to be able toanswer all subordinates questions.(See Letters 133 and 136.)Germany: Academic qualifications are highly valued.Many managers have doctorates.They feel it isimportant to be able to answer all their subordinates questions.They will make expectations ofemployees quite clear.Managers are often rather blunt.(See Letter 133.)Hong Kong: It helps to belong to the  right family or have the  right connections.(See Letter 132.)India: Many young foreign-educated people with progressive management styles return home to work, buttraditionally authority of the manager is never questioned, and any kind of challenge is almost unknown.Ithelps to belong to the  right family or have the  right connections.(See Letter 132 [ Pobierz całość w formacie PDF ]