Organizations Czech Republic (also referred to as Czechia):
- Hierarchical structures exist, mainly a leftover from Communist rule, but organizational cultures are changing.
- People are practical and can be individualistic in terms of reaching goals.
- While older employees show deference and loyalty to authority, younger employees are becoming more interested in fairness and competent management.
- Work and social relationships are treated separately.
- Managers typically make decisions and then communicate them to employees.
- Employees generally receive direction well.
- Employees appreciate an indirect coaching approach from managers.
- Teamwork is seen as important for sharing ideas.
- Getting down to business is important – small talk is kept to a minimum.
- Managers expect employees to stick closely to business protocols.
- Employees are generally non-confrontational.
Organizations in Germany:
- While a moderate hierarchy exists, managers and employees collaborate effectively as a team.
- Communication is collegial and direct when working in teams.
- Employees have clearly defined roles.
- Individuals take greater responsibility for their specific task than for the group as a whole.
- Members consider the leader/manager as the final decision maker.
- Managers do not dominate discussions or generation of ideas.
- Praise is given to the entire group as well as individuals.
- People do not compromise when it comes to rules and regulations.
- Punctuality and being prepared are highly valued (and expected).
- Emotional appeals are avoided – facts and figures are emphasized.
- People are quite formal and use appropriate titles.
Cultural Snapshot
Germans tend to isolate many aspects of their lives into discrete, independent units – separating work life and private life is important.
Value is placed on privacy and specialization, and as a result, work is highly compartmentalized (e.g., schedules, work team meetings), information shared only with specific groups, and individual workspaces respected.
For some, these aspects could cause difficulties when doing business, as interactions may appear more guarded and formal, and information flow more restricted.
Self-reflection/discussion:
- How do you organize your time and activities in different contexts (work/school/private/social)?
- Are these different aspects of your life interconnected or do you prefer to isolate them, and keep them separate from one another?
Organizations in the UK:
- Traditional companies still have hierarchical structures, but are being replaced by approaches that favor employee participation and equality.
- Managers are expected to involve employees when collecting information and making decisions.
- Humor (often dry wit) is part of the culture, and this carries into the workplace.
- Managers tend to be generalists.
- Managers help employees develop their skills and progress in their careers.
- Managers are diplomatic (seeking compromise) and somewhat casual with employees.
- People tend to be pragmatic when approaching their work.
- Communication tends to be direct, polite, and somewhat reserved.
- Timelines and schedules are strictly adhered to – if lateness is anticipated, others will be informed.
- Individuals expect to be rewarded for their achievements.
- Teamwork and collaboration are gaining importance.
- People respond better to evidence than to feelings.