By John Mole
Worldwide markets call for an international company tradition that capitalizes on variety with no enforcing uniformity. The well timed liberate of this new, accelerated variation of brain Your Manners displays the renewed curiosity in fostering partnerships with the becoming companies in EuropeвЂ”from the Baltics to the Balkans, from the Low nations to the Latins.
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Additional resources for Mind Your Manners, : Managing Business Cultures in a Global Europe
Unfortunately this has several meanings, most of them emotive and loaded with bias. For example, a boss in an individual leadership culture can go to great lengths to consult with subordinates about a decision. The boss in a group culture is looking not only for information but also for participation in the responsibility for a decision. ” It should also be remembered that the dimension deals with the role of individuals in the organizational process and not with their personal style. It is possible to be unassuming and empathic and still believe that you are the boss and the responsibility falls on your shoulders alone, just as it is possible to be macho and assertive and still believe that the only way to get things done is through the participation of a group.
If there is a clash between order and the individual, then the individual prevails or there is a compromise. This does not necessarily mean anarchy (see below), although it may mean that the order is re-examined. The relationship between the individual and the organization is blurred, not because it is irrational or emotive but because the distinction between them is not perceived. It is inconceivable that an organization can exist independently of its members. It is not that who you are matters more than what you do; there is no distinction between these.
However accurate self-perception is, almost everyone thinks that their way of doing things is the right way. The British are proud of what they call “muddling through,” Germans of what to others is obsessive thoroughness, Italians of compulsive improvisation. THE MOLE MAP 41 We find it hard to recognize the truth of criticism of the way we do things. If we can, we try to explain away the criticism. Conversely, we think that the way others do things is inferior, even on the rare occasions when they are acknowledged to be more effective.
Mind Your Manners, : Managing Business Cultures in a Global Europe by John Mole