B2 Reading: Talking about Countries
Read part of an employee handout regarding working with businesses in other countries.
Like most companies in an increasingly globalised world, our firm does business with other firms
abroad. Company cultures vary worldwide, and it is important for delegates from our company to
recognise how company culture overseas might be different from our own. This document will give
you a brief guide to company culture in the countries we associate with.
Russia
Until recently, people and businesses were oppressed by the state and this has affected people’s
attitudes. It is not uncommon for laws to be ignored and taxes to go unpaid. In some cases, only
contracts between close personal friends are acknowledged. Therefore, networking is vital for
successful business. Presently, the legal situation in Russia is in a state of flux, with laws constantly
being rewritten. Those that exist are often unenforceable. Most agreements are therefore made on a
trust basis, so it is vital that personal relationships do not break down. The management style is
centralised and directive. Too much debate can indicate a lack of decisiveness. Subordinates take
orders from the ‘big boss’. Many westerners see this as a lack of initiative on the part of middle
managers, but in actual fact, middle managers have little power. Most delays occur because the
question has not been presented to actual decision-maker. However, things are changing in Russia.
The old regime is gradually being replaced by western business style, and younger managers will
have a much more modern approach than their older counterparts.
South Korea
South Korea is one of the world’s most successful economies, having seen five consecutive decades
of high economic growth. When faced with adversity, South Koreans change direction quickly and
effectively. Despite the frantic economic growth, South Korean society is still very conservative and
conformist due to the influence of Confucian values. Companies are hierarchical and regimented and
‘face’ is very much valued. Consequently, change can sometimes be slow and painful. Managers are
paternalistic, authoritative figures who expect their instructions to be carried out obediently and
respectfully. In return, they give their subordinates support and help, not only in work issues but in
home issues as well. Group harmony is important, so South Koreans avoid confrontation and blame,
especially among people of equal rank. Friendship is therefore vital to business success. The Korean
saying 'make a friend first and a client second' sums this up exactly.
Australia
Australia has a relatively small population in relation to its vast size. Its geographic isolation and its
small domestic market mean that international trade is essential to guarantee future prosperity.
Increasingly, this is done in countries in Asia rather than Commonwealth countries. Australian
managers are not considered to have superior status to other workers. Their jobs are just different.
Authoritative management styles are not appreciated among Australians workers. Instead, managers
adopt a more consultative and inclusive style which encourages open debate. Challenging superiors
is acceptable, indeed it is a sign of commitment and professionalism. Outsiders may consider such
dialogues confrontational, but Australians regard them as effective ways to communicate ideas.
Australian managers like to be seen as ‘one of the boys’ and they are more likely to socialise with
their team than segregate themselves and just mix with other managers.
UK
In the last half century, Britain, like many industrialised countries, has moved away from heavy
engineering towards service and high-tech industries. With this has come a major shift in
management style. Hierarchical systems have been swept aside and replaced by modern business
models, heavily influenced by the US. The ‘job for life’ is rare. Neither managers nor junior workers
expect to climb the corporate ladder within one company; rather, they manage their own career paths
by progressing from company to company. Such short-termism can be frustrating for outsiders.
British managers tend to be generalists rather than specialists, and are not necessarily the most
technically competent person in the team. Instead, they are expected to have the necessary
interpersonal skills to ensure the team works together effectively. They cultivate a close and
humorous relationship with subordinates, which may be considered too soft. Giving direct orders can
be seen as impolite, so managers often make indirect requests rather than explicit instructions, which
is sometimes confusing for non-British people.
1. Which country is being referred to in these statements?
“The people I deal with keep moving on to new jobs.”
2. “Unless you’re friends, they may not honour your agreement.”
3. “It’s frustrating because the official regulations keep changing.”
4. “Disagreements between colleagues are frowned upon.”
5. “I thought the manager had the authority to make a decision, but it turned out that he didn’t.”
6. “The manager and another member of staff had a huge disagreement in the meeting, and no-one
seemed to care.”
7. “They weren’t terribly charming – they just wanted to get on with making the deal.”
8. “I expected the manager to have more technical knowledge than he actually did.”
B2 Reading: Talking about Countries
Read part of an employee handout regarding working with businesses in other
countries.
Like most companies in an increasingly globalised world, our firm does
business with other firms abroad. Company cultures vary worldwide, and it is
important for delegates from our company to recognise how company culture
overseas might be different from our own. This document will give you a brief
guide to company culture in the countries we associate with.
Russia
Until recently, people and businesses were oppressed by the state and this
has affected people’s attitudes. It is not uncommon for laws to be ignored and
taxes to go unpaid. In some cases, only contracts between close personal
friends are acknowledged. Therefore, networking is vital for successful
business. Presently, the legal situation in Russia is in a state of flux, with laws
constantly being rewritten. Those that exist are often unenforceable. Most
agreements are therefore made on a trust basis, so it is vital that personal
relationships do not break down. The management style is centralised and
directive. Too much debate can indicate a lack of decisiveness. Subordinates
take orders from the ‘big boss’. Many westerners see this as a lack of
initiative on the part of middle managers, but in actual fact, middle managers
have little power. Most delays occur because the question has not been
presented to actual decision-maker. However, things are changing in Russia.
The old regime is gradually being replaced by western business style, and
younger managers will have a much more modern approach than their older
counterparts.
South Korea
South Korea is one of the world’s most successful economies, having seen
five consecutive decades of high economic growth. When faced with
adversity, South Koreans change direction quickly and effectively. Despite the
frantic economic growth, South Korean society is still very conservative and
conformist due to the influence of Confucian values. Companies are
hierarchical and regimented and ‘face’ is very much valued. Consequently,
change can sometimes be slow and painful. Managers are paternalistic,
authoritative figures who expect their instructions to be carried out obediently
and respectfully. In return, they give their subordinates support and help, not
only in work issues but in home issues as well. Group harmony is important,
so South Koreans avoid confrontation and blame, especially among people of
equal rank. Friendship is therefore vital to business success. The Korean
saying 'make a friend first and a client second' sums this up exactly.
Australia
Australia has a relatively small population in relation to its vast size. Its
geographic isolation and its small domestic market mean that international
trade is essential to guarantee future prosperity. Increasingly, this is done in
countries in Asia rather than Commonwealth countries. Australian managers
are not considered to have superior status to other workers. Their jobs are just
different. Authoritative management styles are not appreciated among
Australians workers. Instead, managers adopt a more consultative and
inclusive style which encourages open debate. Challenging superiors is
acceptable, indeed it is a sign of commitment and professionalism. Outsiders
may consider such dialogues confrontational, but Australians regard them as
effective ways to communicate ideas. Australian managers like to be seen as
‘one of the boys’ and they are more likely to socialise with their team than
segregate themselves and just mix with other managers.
UK
In the last half century, Britain, like many industrialised countries, has moved
away from heavy engineering towards service and high-tech industries. With
this has come a major shift in management style. Hierarchical systems have
been swept aside and replaced by modern business models, heavily
influenced by the US. The ‘job for life’ is rare. Neither managers nor junior
workers expect to climb the corporate ladder within one company; rather, they
manage their own career paths by progressing from company to company.
Such short-termism can be frustrating for outsiders. British managers tend to
be generalists rather than specialists, and are not necessarily the most
technically competent person in the team. Instead, they are expected to have
the necessary interpersonal skills to ensure the team works together
effectively. They cultivate a close and humorous relationship with
subordinates, which may be considered too soft. Giving direct orders can be
seen as impolite, so managers often make indirect requests rather than
explicit instructions, which is sometimes confusing for non-British people.
1. “The people I deal with keep moving on to new jobs.”
2. “Unless you’re friends, they may not honour your agreement
3. “It’s frustrating because the official regulations keep changing
4. “Disagreements between colleagues are frowned upon
5. “I thought the manager had the authority to make a decision, but it turned
out that he didn’t.”
6. “The manager and another member of staff had a huge disagreement in the
meeting, and no-one seemed to care
7. “They weren’t terribly charming – they just wanted to get on with making the
deal.”
8. “I expected the manager to have more technical knowledge than he actually
did