The article aimed to create awareness how to manage cultural differences.

1. National cultures and their values
Some bloody Theory, first.
At the level of a nation, culture is been defined as the value priorities of a group that
determines what is good or bad, right or wrong as guiding principles for the member
of a society to select an appropriate behavior against other members of the society.
National culture influence organizational culture, because individuals bring their
values, assumptions and beliefs in the firm. Further, culture has a significant impact
on a wide range of organizational processes and procedures, as well as, on the
outcome of organizational performance.

2. From the literature it is know that national cultures are grouped in individualistic and
collectivistic cultures.
Members of a collectivistic culture see an obligation to contribute to group success,
stress interdependence with others, adapt to group norms and demands, and have a
good relationship to group members.
People from individualistic cultures behave according to personal attitudes and
preferences rather than to fit into group behavior. They separate themselves from
others and mainly interested in to pursue their own well-being.
Let’s get started to have a deeper look to national cultures and their values.
Germany
Germany belongs to the culture with typical individualistic characteristics but with a
history of striving for collectivism in the past.
Until 1968 the youth were raised to be politically responsible citizens according to the
spirit of Max Weber’s theory of capitalism and the aforementioned protestant work
ethic. Courage, justice, love, tolerance, freedom and sense of community were taught
to children.
After the student protest new values characterized Germany e.g. discipline,
performance, fulfilment, loyalty, punctuality, willingness to conform, compliance, and
abstinence. In addition, values based on Self-Actualization in Regard to Society:
emancipation (from authority), equality, equal rights, democracy, participation,

3. autonomy (of the individual) but also pleasure, adventure, excitement, variety, living
emotional needs, hedonism, creativity, spontaneity, self-realization, freedom,
autonomy, individuality.
Above all, Germans like their systems, processes and structures, which is why they
are resistant to change and rather sleep on the success of the past. Moreover,
German entrepreneurs built a business to remain in the business - stabilization - is
more important for them than to question the status quo frequently. Management still
is very hierarchical, formal and technical orientated that’s why technology and
products often are more important than people.
To keep pace with the global change, Germany needs to change asap. I strongly
believe, people are not willing to accept the command and control leadership style
from the past, but want to be seen as People not just as Resources. Thus, Germany
is facing another significant value shift towards post-materialistic values to strive for
more “We” than “I” approach e.g. Caring, Sustainability, Empathy, Diversity and
Inclusion, Task Significance, and Autonomy.
China
I personally saw how this country boomed year over year combined with a shift in
value priorities in particular for the younger generation with the trend to no longer to
follow the Confucian doctrine.

4. Nevertheless, even more today, China is the most typical collectivistic culture
compared to others. The collective is more than mother and father, but also includes
relatives, good friends, colleagues, or others who are part of daily life and is highly
important for Chinese people.
With this, values related to a group or to the society are more important for Chinese
people rather than individual values except values related to work such as
achievement, use of ability and esteem. These types of values contribute to the
demand of steadily improve and extend their knowledge.
Other values that are highly important for Chinese are social power, authority,
harmony, humility, wealth, social order, respect for tradition, family, security
and wisdom.
Interesting to know, values that are important for people in China and have a positive
impact on commitment, are feedback provided by managers about performance,
profitability, efficiency, results and caring for global issues (proven by my
research project). It means, companies who are doing the right things to satisfy these
preferences can win the heart and mind of people in China.
It was also found that value alignment plays a significant role for Chinese people to
stay or to leave a company. In particular, values associated with ethical and moral
behavior e.g. honesty, trust, respect, fairness, integrity.
Brazil

5. Brazil was one of my beloved country during my role as HRD, especially Sao Paulo.
People are warm, friendly, receptive to foreigner and they are approachable. You
always feel welcome.
In regards with culture, Brazil does not have a single set of what may be termed its
“own” cultural roots but numerous fragmented ethnic groups living in five regions
where each region has its own culture. Thus, there is a mix of individualistic and
collectivistic approaches.
Doing business in Brazil means building relationship first combined with showing
respect, empathy and patience. Thus, you never get a deal done within one
meeting. It is because, Brazilians like to discuss, over and over again. Often
confusing, noisy and to interrupt each other is the norm.
Managers dislike to receive just instructions. They want to be involved in decisions, if
not, you may will be surprised by hidden obstacles when you thing deal done, but it is
just wishful thinking. Better go back to sleep and push the re-set button.
Punctuality at work means being late. On the other side, managers and employees
value honesty, respect, trust, patience. They are results- and business driven,
goal orientated, “creative” in finding solutions even without having a budget or
resources.
People are loyal and highly engaged always for the betterment of the business. But it
is also fine for them to be fired with a fair package. It is just another tick in their
career. In fact, they are proud to have several different companies in their
professional back pack, it demonstrates experience.

6. England
Let me start with a question. What comes in your mind when you think about
England, its culture and doing businesses in England? Tradition and History? Right, it
is a fact, English love the past and reluctant to change. They prefer arts and classic
rather than engineering and technology.
In general, English culture has been characterized as highly individualistic and yet,
manifested in the education system where children at very early stage in their life
pushed towards independence. On the other side, people in England respect those
who are in power but only if used properly. Curiously, they follow the formal system
but develop informal systems to work parallel.
I personally perceive people from England as very friendly, polite, fair play and
doing business in good faith. They are trustworthy, honest and show a high
degree of social responsibility. Not forget to mention their mobility which is higher
compared to any other people in Europe.
Further characteristics that are predominant in England are e.g. high sense of
responsibility, cope with uncertainty, disciplined, respect the law to name some
but not all.

7. English managers fit the profile of the ideal entrepreneur. They are described as
generalists with the following qualities: they get things done, are socially
competent, leadership-oriented, have character and charisma, good judgment
and a good sense of humor. Additionally, they are characterized as being
responsible, trustworthy, honest, self-confident, independent, disciplined and friendly,
with self-control, able to see things through, cope with new and uncertain situations
as well as setbacks. These types of leaders are called transformational leaders
who are able to influence their followers by charisma.
Last but not least typical English do not show they emotions in public neither they
would blame colleagues or others in front of foreigners or people in power.
Czech Republic
Due to the lack of literature about Culture, Values and Beliefs in Czech this section is
quite small.
Czech Republic is characterized as an individualistic society where “I” is more
important than “We”. In general they prefer values such as work reward and job
promotions, pay, hours, vacation and low pressure.
According to a study looking at work values and job attitudes showed that a higher
percentage participants claimed to be working only for the money. The same study
found out that the number of participants claiming to return home exhausted had also
risen. Interestingly, good pay and career advancement a more important for women

8. than for men. It was also found, that the level of commitment in the Czech Republic is
very low especially when working for foreign companies. However, people in Czech
Republic in general are quiet, polite but display high self-confidence. In regards
with values, my study has found that values related to Ethic and Moral,
Open4Change, Business Acumen are less important for people in Czech than values
related to Tasks e.g. Feedback, Responsiveness, Communication, Task Variety,
Results, Task Significance and Accountability.
I perceive people from Czech Republic as very hierarchical, less open to share their
opinion in a group. Managers are very dominant and prefer the command and control
style but less empathic or caring for people.
Italy
For many of us, Italy is vacation, enjoyment, sweetness of life, art, well-being and we
breath it deeply. People have charm, good manner, are fashionable, have a good
appearance and alike. This is one side of the coin.
Let’s flip have a look to the other side.
Italy is another nation, categorized as individualistic and the culture is strongly
influenced by the surrounding regions namely Austria, France and Spain. Hardly to
believe, right?

9. There are two major groups that dominate Italian culture first, the government and
second, giant family owned companies where it becomes clear that for the Italian the
family and family life is the most important thing. For the big family owned
companies, the most difficult decision occurs when the owner needs to be replaced
and must accept a successor outside of the family, to fully trust them and to support
their new ideas. The Italian wants to work with people they know, that can be seen as
an extension of the family. Usually these are all aspects of a collectivistic culture. But
here comes the point, managers in Italy will nonetheless show strong individualistic
attributes. They prefer clarity, control of uncertainty, strong hierarchy, and
display little autonomy, but autocracy, paternalism and masculinity.
Subordinates expect that supervisors demonstrate by symbols, rites and rituals the
role they assume. A person-based relationship occurs when employees having and
showing the same pattern of behavior. Overall Italians are very formal, not fitting in
the stereotype thinking of foreigners. They are overdressed for events rather than the
opposite. Formal titles, symbols and hierarchy are important and be shown like a
trophy. It is part of the competition between the masculine.
Due to the high individualistic character everybody wants to speak in a meetings just
to show up even if things will be repeated like a broken disk where the same music is
playing again and again. Ignoring someone and not giving him/her the opportunity to
speak, is like a drama, he/she feels isolated, ignored, and leave the meeting to tear
in the glass.
Coming to values that are important for Italians are equality, social justice,
freedom, responsibility, honesty. Further, the desire of being independent,
fighting for their own ideas, curiosity, broadmindedness and creativity, just few
examples but the most important.
Business women in this male-dominated nation are respected and accepted by their
male colleagues, but this cannot be taken for granted.
Final Remark
With this our journey through the world of national values ends here. I did not cover
all countries I dealt with during my career but the most important.
Hope you enjoyed reading. Dr. Doris Dull

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My practical experience.