Providing information about different management styles and culture in different countries. Simple tips to overcome management styles and culture differences in foreign firms.
As the Japanese, South Korean and European continue to expand their economic horizons, increased employment opportunities will be available worldwide. Is it a good idea to work with foreigners? Those who have done so have learn that there are both rewards and penalties associated with this career choice. Here are some useful tips that have been drawn from experiences of those who have worked for foreign Multinational companies.
First, although most American are taught to make fast decisions, most foreign managers take more time and vie rapid decision making as unnecessary and sometimes bad. In the United States we hear the cliché that “The effective manager is right 51 percent of the time”. In Europe this percentage is perceived as much too low, which helps explain why European managers analyze situations in much more depth than do most United States managers. American working for foreign owned firms has to focus on making slower and accurate decisions.
Second, most Americans are taught to operate without much direction. In Latin countries managers are accustomed to giving a great deal of direction, and in Far Eastern firms there is little structure and direction. American has to learn to adjust to the decision making process f the particular company.
Third, most American go home around 5 p.m. if there is more paperwork to do, they take it with them. Japanese managers, on the other hand, stay late at the office and often view those who leave early as being lazy. Americans have to either adapt or convince the manager that they are working as hard as their peers, but in a different physical location.
Fourth, many International firms say that their official language is English. However, important conversations are always carried out in the home country's language. So it is important to learn the language.
Fifth, many foreign multinational companies make use of fear to motivate their people. This is particularly true in manufacturing work, where personnel are under continuous pressure to maintain high output and quality. For instance, those who do not like to work under intense conditions would have a very difficult time succeeding in Japanese auto assembly plants. Americans have to understand that humanistic climates of work may be the exception rather than the rule.
Finally, despite the fact that discrimination in employment is outlawed in the United States, it is practiced by many multinational companies, including those operating in the United States. Women are seldom given the same opportunities as men and top level jobs are almost always reserved for home office personnel. In many cases, Americans have accepted this ethnocentric (nationalistic) approach, but ethics and social responsibilities are a major issue in the international arena, and the challenges must be met now and in the future.
