BUSINESS
AND
DEVELOPMENT
CENTER
ul. Kurpiowska 5/77, 35-620 Rzeszów, Poland, tel./fax +4817 857 85 25, e-mail: bdc@bdcenter.pl, www. bdcenter.pl
Intercultural Training
in Poland
The project:
„Exchange of experience and best practice of
intercultural trainings"
(INTEREX)
BUSINESS
AND
DEVELOPMENT
CENTER
ul. Kurpiowska 5/77, 35-620 Rzeszów, Poland, tel./fax +4817 857 85 25, e-mail: bdc@bdcenter.pl, www. bdcenter.pl
The Introduction
The Intercultural Training in Poland
There are main elements of training:
The Interview
The Cultural differences
– „pictures” from
countries & discussion
„The business meeting
with international
partner” - exercise
The Culture &
Business. The quiz
„Building the bridge
instead the walls”
Stereotypes &
exercise: „The our
list of stereotypes”
Group Work:
„What do we know and
what don’t we know about
different nations”
„We are going to go to the
international meeting” –
expectations, doubts
The
summary
of training
The Cultural differences – some information
Modern day corporate, public and nongovernmental organisations now operate on a global
scale. Whether you are posted on an international assignment, liaise regularly with overseas
clients and colleagues or work in an international environment, the ability to communicate
effectively across cultures is key to your success.
The Cultural differences – some information
Culture is defined as a system of values and beliefs
which we share with others, all of which gives us
a sense of belonging or identity.
Each culture exhibits differing value and belief
systems, which effect how people perceive reality
and react to it.
The Cultural differences – some information
Culture (by Steward Hall):
„To say that two people belong to the same culture
is to say that they interpret the world in roughly
the same way and can express themselves, their
thoughts and feelings about the world, in way
which will be understood by each other. Thus
culture depends on its participants interpreting
meaningfully what is happening around them,
and „making sense” of the world, in broadly
similar ways”
The Cultural differences – some information
In today’s global business environment, contact with
foreign cultures can assume various forms. International
assignments, cross-border negotiations and international
teams are just a few examples where you may encounter
differing customs, values and business practices. Such
international contact will often expose you to different
working styles and communication approaches which, in
turn, can lead to the risk of misunderstandings and
confusion.
If we want to avoid misunderstanding and confusion we’ll
need intercultural learning.
The Intercultural Learning – Models of Culture

The Iceberg Model of Culture

Geert Hofstede’s model of cultural dimensions

Edward T. and Mildred Reed Hall’s behavioural
components of culture
 Jacques Demorgon and Markus Molz’s discussion of
culture
The Intercultural Learning – Models of Culture:
The Iceberg Model of Culture
The idea behind this model is that culture can be pictured as an iceberg: only a
very small portion of the iceberg can be seen above the water line.
We can say similar in culture. There are some visible parts: architecture, art,
cooking, music, language, etc. But the powerful foundations of culture are
more difficult to spot: the history of the group of people that hold the culture,
their norms, values, basic assumptions about space, nature, time, etc.
The iceberg model implies that the visible parts of culture are just expressions of
its invisible parts. It also points out, how difficult it is at times to understand
people with different cultural backgrounds – because we may spot the visible
parts of “their iceberg”, but we cannot immediately see what are the
foundations that these parts rest upon.
The Intercultural Learning – Models of Culture:
Geert Hofstede’s model of cultural dimensions
Geert Hofstede’s idea about culture is based on one of the largest empirical
studies done on cultural differences in the 1970s, for IBM. Hofstede describes
culture as “the collective programming of the mind which distinguishes the
members of the human group from one another”.
After several rounds of research, Hofstede identified the four dimensions, what
he called:
 power distance,
 individualism/collectivism,
 masculinity/femininity,
 uncertainty avoidance.
and after some additional research, he added the dimension of time orientation.
The Intercultural Learning – Models of Culture:
Edward T. and Mildred Reed Hall’s behavioural
components of culture
This couple developed their model of culture from a very practical point of
view: They wanted to give good advice to US-American businessmen
who were to travel and work abroad. On the basis of their study they
developed several dimensions of difference. These dimensions were all
associated with either communication patterns, or with space, or time:
- Fast and Slow Messages,
- High and Low Context of information,
- Territoriality,
- Personal Space,
- Monochronic and Polychronic Time.
The Intercultural Learning – Models of Culture:
Jacques Demorgon and Markus Molz’s discussion of
culture
Demorgon and Molz introduce what we would call a model of
culture. Culture can only be understood, they say, when one
connects it with the concept of adaptation. Humans are
constantly challenged to establish a lasting relationship between
their inner world (needs, ideas, etc.) and the outer world
(environment, other people, etc.). They do this in concrete
situations that should form the basis for analysis. In all of these
situations, individuals shape their environment (every person
can influence what is happening around him/herself), and are
shaped by their environment (every person can change with
what is happening around him/herself). Both, shaping the
environment, and being shaped by it, are the two sides of the
coin „adaptation”.
The Intercultural Learning – Conclusions:
 The intercultural learning is a process.
 This process demands that you know yourself,
and where you come from, before being able to
understand others.
 It is a challenging process as it involves very
deeply rooted ideas about what is good and bad,
about structuring the world and your life.
 Intercultural learning is a challenge to one’s
identity.
 The intercultural learning is essentially about
learning how to live together, learning how to
live in a diverse world.
BUSINESS
AND
DEVELOPMENT
CENTER
ul. Kurpiowska 5/77, 35-620 Rzeszów, Poland, tel./fax +4817 857 85 25, e-mail: bdc@bdcenter.pl, www. bdcenter.pl
The „pictures” from
countries
The Intercultural Training in Poland
Based on CIA – The World Factbooks
The Austria - FACTS
Background
Once the center of power for the large AustroHungarian Empire, Austria was reduced to a small
republic after its defeat in World War I. Following
annexation by Nazi Germany in 1938 and
subsequent occupation by the victorious Allies in
1945, Austria's status remained unclear for a
decade. A State Treaty signed in 1955 ended the
occupation, recognized Austria's independence,
and forbade unification with Germany. A
constitutional law that same year declared the
country's "perpetual neutrality" as a condition for
Soviet military withdrawal. Following the Soviet
Union's collapse in 1991 and Austria's entry into
the European Union in 1995, some Austrian's
have called into question this neutrality. A
prosperous, democratic country, Austria entered
the European Monetary Union in 1999.
Based on CIA – The World Factbooks
The Austria - FACTS
Important Information
Location: Central Europe, north of Italy and Slovenia
Area:
total: 83,870 sq km
Border countries:
Czech Republic 362 km, Germany 784 km, Hungary 366 km, Italy
430 km, Liechtenstein 35 km, Slovakia 91 km, Slovenia 330 km,
Switzerland 164 km
Climate:
temperate; continental, cloudy;
Natural resources: oil, coal, lignite, timber, iron ore, copper, zinc,
antimony, magnesite, tungsten, graphite, salt,
Population: 8,174,762 (July 2004 est.)
Ethnic groups:
German 88.5%, indigenous minorities 1.5% (includes Croatians,
Slovenes, Hungarians, Czechs, Slovaks, Roma), recent immigrant
groups 10% (includes Turks, Bosnians, Serbians, Croatians) (2001)
Religions:
Roman Catholic 73.6%, Protestant 4.7%, Muslim 4.2%, other 0.1%,
none 17.4%
Languages:
German (official nationwide), Slovene (official in Carinthia),
Croatian (official in Burgenland), Hungarian (official in
Burgenland).
The China - FACTS
Background
For centuries China stood as a leading civilization,
outpacing the rest of the world in the arts and
sciences, but in the 19th and early 20th centuries, the
country was beset by civil unrest, major famines,
military defeats, and foreign occupation. After World
War II, the Communists under MAO Zedong
established an autocratic socialist system that, while
ensuring China's sovereignty, imposed strict controls
over everyday life and cost the lives of tens of millions
of people. After 1978, his successor DENG Xiaoping
and other leaders focused on market-oriented
economic development and by 2000 output had
quadrupled. For much of the population, living
standards have improved dramatically and the room
for personal choice has expanded, yet political
controls remain tight.
Based on CIA – The World Factbooks
The China - FACTS
Important Information
Location: Eastern Asia, bordering the East China Sea, Korea Bay,
Yellow Sea, and South China Sea, between North Korea and
Vietnam
Area: total: 9,596,960 sq km
Border countries: Afghanistan 76 km, Bhutan 470 km, Burma 2,185
km, India 3,380 km, Kazakhstan 1,533 km, North Korea 1,416 km,
Kyrgyzstan 858 km, Laos 423 km, Mongolia 4,677 km, Nepal 1,236
km, Pakistan 523 km, Russia (northeast) 3,605 km, Russia
(northwest) 40 km, Tajikistan 414 km, Vietnam 1,281 km
regional borders: Hong Kong 30 km, Macau 0.34 km
Climate: extremely diverse; tropical in south to subarctic in north
Natural resources: coal, iron ore, petroleum, natural gas,
mercury, tin, tungsten, antimony, manganese,
molybdenum, vanadium, magnetite,
aluminum, lead, zinc, uranium
Population: 1,298,847,624 (July 2004 est.)
Ethnic groups:
Han Chinese 91.9%, Zhuang, Uygur, Hui, Yi, Tibetan, Miao,
Manchu, Mongol, Buyi, Korean, and other nationalities 8.1%
Religions:
Daoist (Taoist), Buddhist, Muslim 1%-2%, Christian 3%-4%
Languages:
Standard Chinese or Mandarin (Putonghua, based on the Beijing
dialect), Yue (Cantonese), Wu (Shanghaiese), Minbei (Fuzhou),
Minnan (Hokkien-Taiwanese), Xiang, Gan, Hakka dialects
Based on CIA – The World Factbooks
The Iran - FACTS
Background
Known as Persia until 1935, Iran became an Islamic
republic in 1979 after the ruling monarchy was
overthrown and the shah was forced into exile.
Conservative clerical forces established a theocratic
system of government with ultimate political authority
nominally vested in a learned religious scholar. IranianUS relations have been strained since a group of Iranian
students seized the US Embassy in Tehran on 4
November 1979 and held it until 20 January 1981. During
1980-88, Iran fought a bloody, indecisive war with Iraq
that eventually expanded into the Persian Gulf and led to
clashes between US Navy and Iranian military forces
between 1987-1988. Iran has been designated a state
sponsor of terrorism for its activities in Lebanon and
elsewhere in the world and remains subject to US
economic sanctions and export controls because of its
continued involvement.
Based on CIA – The World Factbooks
The Iran - FACTS
Important Information
Location: Middle East, bordering the Gulf of Oman, the Persian
Gulf, and the Caspian Sea, between Iraq and Pakistan
Area: total: 1.648 million sq km
Border countries: Afghanistan 936 km, Armenia 35 km, Azerbaijanproper 432 km, Azerbaijan-Naxcivan exclave 179 km, Iraq 1,458 km,
Pakistan 909 km, Turkey 499 km, Turkmenistan 992 km
Climate: mostly arid or semiarid, subtropical along Caspian coast
Natural resources: petroleum, natural gas, coal, chromium,
copper, iron ore, lead, manganese, zinc, sulfur
Population: 69,018,924 (July 2004 est.)
Ethnic groups:
Persian 51%, Azeri 24%, Gilaki and Mazandarani 8%, Kurd 7%,
Arab 3%, Lur 2%, Baloch 2%, Turkmen 2%, other 1%
Religions:
Shi'a Muslim 89%, Sunni Muslim 9%, Zoroastrian, Jewish,
Christian, and Baha'i 2%
Languages:
Persian and Persian dialects 58%, Turkic and Turkic dialects
26%,Kurdish 9%, Luri 2%, Balochi 1%, Arabic 1%, Turkish 1%,
other 2%
Based on CIA – The World Factbooks
The Latvia - FACTS
Background
After a brief period of independence between the
two World Wars, Latvia was annexed by the USSR
in 1940. It reestablished its independence in 1991
following the breakup of the Soviet Union.
Although the last Russian troops left in 1994, the
status of the Russian minority (some 30% of the
population) remains of concern to Moscow. Latvia
joined both NATO and the EU in the spring of
2004.
Based on CIA – The World Factbooks
The Latvia - FACTS
Important Information
Location: Eastern Europe, bordering the Baltic Sea, between
Estonia and Lithuania
Area: total: 64,589 sq km
Border countries: Belarus 141 km, Estonia 339 km, Lithuania 453
km, Russia 217 km
Climate: maritime; wet, moderate winters
Natural resources: peat, limestone, dolomite, amber, hydropower,
wood, arable land
Population: 2,306,306 (July 2004 est.)
Ethnic groups:
Latvian 57.7%, Russian 29.6%, Belarusian 4.1%, Ukrainian 2.7%,
Polish 2.5%, Lithuanian 1.4%, other 2% (2002)
Religions:
Lutheran, Roman Catholic, Russian Orthodox
Languages: Latvian (official), Lithuanian, Russian, other
Based on CIA – The World Factbooks
The Poland - FACTS
Background
Poland is an ancient nation that was conceived around the middle
of the 10th century. Its golden age occurred in the 16th century.
During the following century, the strengthening of the gentry and
internal disorders weakened the nation. In a series of agreements
between 1772 and 1795, Russia, Prussia, and Austria partitioned
Poland amongst themselves. Poland regained its independence in
1918 only to be overrun by Germany and the Soviet Union in World
War II. It became a Soviet satellite state following the war, but its
government was comparatively tolerant and progressive. Labor
turmoil in 1980 led to the formation of the independent trade union
"Solidarity" that over time became a political force and by 1990
had swept parliamentary elections and the presidency. A "shock
therapy" program during the early 1990s enabled the country to
transform its economy into one of the most robust in Central
Europe, but Poland currently suffers low GDP growth and high
unemployment. Solidarity suffered a major defeat in the 2001
parliamentary elections when it failed to elect a single deputy to
the lower house of Parliament, and the new leaders of the
Solidarity Trade Union subsequently pledged to reduce the Trade
Union's political role. Poland joined NATO in 1999 and the
European Union in 2004.
Based on CIA – The World Factbooks
The Poland - FACTS
Important Information
Location: Central Europe, east of Germany
Area:
total: 312,685 sq km
Border countries:
Belarus 407 km, Czech Republic 658 km, Germany 456 km,
Lithuania 91 km, Russia (Kaliningrad Oblast) 206 km, Slovakia 444
km, Ukraine 526 km
Climate:
temperate with cold, cloudy, moderately severe winters with
frequent precipitation; mild summers with frequent showers and
thundershowers
Population: 38,626,349 (July 2004 est.)
Ethnic groups:
Polish 96.7%, German 0.4%, Belarusian 0.1%, Ukrainian 0.1%,
other 2.7% (2002)
Religions:
Roman Catholic 95% (about 75% practicing), Eastern Orthodox,
Protestant, and other 5%
Languages: Polish
Based on CIA – The World Factbooks
The Ukraine - FACTS
Background
Ukraine was the center of the first Slavic state, Kievan Rus, which
during the 10th and 11th centuries was the largest and most
powerful state in Europe. A new Ukrainian state, the Cossack
Hetmanate, was established during the mid-17th century after an
uprising against the Poles. Despite continuous Muscovite
pressure, the Hetmanate managed to remain autonomous for well
over 100 years. During the latter part of the 18th century, most
Ukrainian ethnographic territory was absorbed by the Russian
Empire. Following the collapse of czarist Russia in 1917, Ukraine
was able to bring about a short-lived period of independence
(1917-1920), but was reconquered and forced to endure a brutal
Soviet rule that engineered two artificial famines (1921-22 and
1932-33) in which over 8 million died. In World War II, German and
Soviet armies were responsible for some 7 to 8 million more
deaths. Although final independence for Ukraine was achieved in
1991 with the dissolution of the USSR, democracy remained
elusive as the legacy of state control and endemic corruption
stalled efforts at economic reform, privatization, and civil liberties.
A peaceful mass protest "Orange Revolution" in the closing
months of 2004 forced the authorites to overturn a rigged
presidential election and to allow a new internationally monitored
vote that swept into power a reformist slate under Viktor
YUSHCHENKO.
Based on CIA – The World Factbooks
The Ukraine - FACTS
Important Information
Location:
Eastern Europe, bordering the Black Sea, between
Poland, Romania, and Moldova in the west and
Russia in the east
Area:
total: 603,700 sq km
Border countries: Belarus 891 km, Hungary 103 km, Moldova 939
km, Poland 526 km, Romania (south) 169 km, Romania (west) 362
km, Russia 1,576 km, Slovakia 97 km
Population: 47,732,079 (July 2004 est.)
Ethnic groups:
Ukrainian 77.8%, Russian 17.3%, Belarusian 0.6%, Moldovan 0.5%,
Crimean Tatar 0.5%, Bulgarian 0.4%, Hungarian 0.3%, Romanian
0.3%, Polish 0.3%, Jewish 0.2%, other 1.8% (2001)
Religions:
Ukrainian Orthodox - Kiev Patriarchate 19%, Ukrainian Orthodox Moscow Patriarchate 9%, Ukrainian Greek Catholic 6%, Ukrainian
Autocephalous Orthodox 1.7%, Protestant, Jewish, none 38%
(2004 est.)
Languages: Ukrainian, Russian, Romanian, Polish, Hungarian
BUSINESS
AND
DEVELOPMENT
CENTER
ul. Kurpiowska 5/77, 35-620 Rzeszów, Poland, tel./fax +4817 857 85 25, e-mail: bdc@bdcenter.pl, www. bdcenter.pl
The „pictures” from countries
Let’s start the exercises
The Intercultural Training in Poland
BUSINESS
AND
DEVELOPMENT
CENTER
ul. Kurpiowska 5/77, 35-620 Rzeszów, Poland, tel./fax +4817 857 85 25, e-mail: bdc@bdcenter.pl, www. bdcenter.pl
The Stereotypes
The Intercultural Training in Poland
The Stereotypes
In characteristics of doing business in different
cultures, it is difficult to avoid creating
stereotypes.
The descriptions and characteristics attributed to
different cultures are only a very general and
rough introduction. They can only provide a very
broad framework. It is even more important to
talk with people from these cultures and study in
more depth to understand the variations and
nuances that are critical for successful business in
different cultural settings.
The Stereotypes
Here are some samples of dilemma that your company/organisation might
face:
1
Your country believes in gender equality. What happens when a woman from your
country is treated by locals as a second-class citizen, following that country’s
customs? What obligations does her company have to her? How should she respond?
2
Your company has strict rules on receiving gifts. However, in the country in which you
are working, it is customary to exchange gifts. Without offending your business
partners (distributors, suppliers, etc.), what should you do? What should your
company do?
3
The company overseas subsidiary to which you are posted appears to be taking
advantage of the excess of qualified workers seeking employment even though your
company provides much sought after employment. Your conscience is bothered. What
should you do? What rights and obligations does your company have in such a
situation?
The Stereotypes
What can we do to avoid stereotypes?
BUSINESS
AND
DEVELOPMENT
CENTER
ul. Kurpiowska 5/77, 35-620 Rzeszów, Poland, tel./fax +4817 857 85 25, e-mail: bdc@bdcenter.pl, www. bdcenter.pl
The Culture&Business
The Intercultural Training in Poland
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
CHINA
Business practices in China
The exchanging of business cards in customary in Chinese business culture.
One side should be printed in English and one in Chinese. You should
present your card with both hands and with the Chinese side facing up.
When accepting your colleague's card study it carefully before placing it on
the table, never in the back pocket, as this is extremely disrespectful.
During negotiations, humbleness and patience is the key to success. The
Chinese sense of time means that they use it knowingly and there is always
enough.
In most cases, initial meetings may be more of a social opportunity as oppose
to a negotiation discussion.
An important element before commencing a business meeting in China is to
engage in small talk. Be prepared, as this may include quite personal
questions.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
CHINA (Part two)
Chinese business etiquette (Do's and Don'ts)
 DO maintain eye contact with your interlocutor, avoiding eye contact is
considered untrustworthy.
 DO address your Chinese counterparts with a title and their last name. If the
person does not have a title, use ‘Mr' or ‘Madam'.
 DO wait for your Chinese counterpart to initiate formal greetings.
Handshakes are the most popular gesture.
 DON'T assume that a nod is a sign of agreement. More often than not, it
signifies that the person is simply listening.
 DON'T show excessive emotion whilst conducting business, as it may seem
unfriendly
 DON'T use direct negative replies, as they are considered impolite. Instead
of saying ‘no', answer ‘maybe' or ‘I'll think about it.‘
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
INDIA
Business practices in India
Meetings in India will generally begin with friendly small talk. This
may include personal questions about your family and is seen as a
way of building rapport and trust before business. In India, the
family unit is highly valued, therefore showing interest and respect
towards your Indian counterpart's family is vital for establishing
successful relationships.
In Indian culture disagreement is rarely expressed in a direct manner.
The word ‘no' is often avoided and is replaced by other non-verbal
cues and indirect communication.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
INDIA
Indian business etiquette (Do's and Don'ts)
 DO use titles wherever possible, such as “Professor” or “Doctor”. If your Indian
counterpart does not have a title, use “Mr”, “Mrs”, or “Miss”.
 DO wait for a female business colleague to initiate the greeting. Indian men do not
generally shake hands with women out of respect.
 DO remain polite and honest at all times in order to prove that your objectives are
sincere.
 DON'T be aggressive in your business negotiations – it can show disrespect.
 DON'T take large or expensive gifts as this may cause embarrassment. If you do take
a gift make sure you present the gift with both hands.
 DON'T refuse any food or drink offered to you during business meetings as this may
cause offence. In addition, it is useful to bear in mind that traditionally, Indians are
vegetarians and do not drink alcohol
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
JAPAN
Business practices in Japan
Business in Japan cannot begin until the exchange of business cards or ‘meishi' has been
completed. Use both hands to present your card, which should be printed in both
languages. On receiving your counterpart's business card make a show of examining
it carefully before placing it on the table. It is important to deal with another's
business card with care.
A significant part of former Japanese business protocol was gift giving. In contemporary
Japanese business culture, although not expected, the gesture is still practiced and
will be accepted with gratitude. However, be careful not to take too big a gift as it
may be regarded as a bribe.
It is good business practice to engage in small talk before negotiations. Expect your
Japanese counterpart to ask questions regarding your education, family and social
life. More private questions are not acceptable.
In Japanese business protocol contracts are not necessarily final agreements or a sign
that business in over. In Japan, looking after partners or clients even after business is
very important. Aftercare and long-term relationships are positively encouraged.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
JAPAN
Japanese business etiquette (Do's and Don'ts)
 DO use apologies where the intention is serious and express gratitude frequently as it
is considered polite in Japan.
 DO avoid confrontation or showing negative emotions during business negations.
Express opinions openly but evade direct or aggressive refusals.
 DO greet your counterparts with the proper respect and politeness. If your
counterpart bows make sure you return the gesture, which is usually performed
shortly and shallowly. More often than not, a handshake is sufficient.
 DON'T give excessive praise or encouragement to a single Japanese colleague in front
of others. Remember that the group is often more important than the individual.
 DON'T address your Japanese counterpart by their first name unless invited to do so.
Use the titles ‘Mr' or ‘Mrs' or add ‘san' to their family name; for example, Mr Hiroshima
will be “Hiroshima san”
 DON'T use large hand gestures, unusual facial expressions or dramatic movements.
The Japanese do not talk with their hands.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
RUSSIA
Business practices in Russia
Business cards are essential. If possible, ensure that one side is printed in
Russian and one side in English.
Presentations should be straightforward and comprehensible.
Although many principal concerns are discussed in an informal environment
final negotiations will be conducted in the office.
Generally, when beginning a meeting, the head of the organisation will open
the discussion and introductions should then be made in order of
importance.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
RUSSIA
Russian business etiquette (Do's and Don'ts)
 DO shake hands firmly when greeting and leaving your Russian partners and
make direct eye contact.
 DO partake in small talk, which normally involves talk of family and personal
matters, before dealing with business.
 DO take a gift that symbolizes the stature of your company and the
importance of the impending business deal, preferably an item characteristic
of your local area or one that displays the company logo.
 DON'T be afraid to show some emotion, the Russians won't!
 DON'T as the Russian proverb states ‘hurry to reply', but ‘hurry to listen'.
 DON'T praise or reward anyone in public as it may be viewed with suspicion
or cause envy and jealousy. Remember the collective rules over the
individual.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
FRANCE
Business practices in France
In French business culture it is customary to only use first names when invited
to do so. Sometimes the French will introduce themselves by saying their
surname first, followed by their Christian name.
Lunch is the best place to forge business relationships in France. The subject of
business, however, should only be brought up by the host and at a later
stage in the meal.
A business meeting should begin and end with a brisk handshake accompanied
by an appropriate greeting and the exchanging of business cards.
Despite the formality of French business culture, it is not uncommon practice to
stray from the agenda during meetings. Initial meetings are often dedicated
to information sharing and discussion, rather than reaching final decisions.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
FRANCE
Business etiquette (Do’s and Don’ts)
 DO maintain a constant air of formality and reserve during all business
practices and at all levels within the business, using titles wherever possible.
 DO make direct but moderate eye contact with your French business
colleagues.
 DO try to learn a few basic French phrases and use them whenever
possible. Your efforts will not go unnoticed.
 DON’T discuss your family or other personal matters during negotiations.
 DON’T be put off by frequent differences in opinion and rigorous debate
during business negotiations. The French will appreciate your ability to
defend your position.
 DON’T rush or display signs of impatience with your French counterparts.
The French take their time before arriving at a decision.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
THE UNITED KONGDOM
Business practices in the UK
Business meetings in the UK are often structured but not too formal and begin
and end with social conversation.
First names are used almost immediately with all colleagues. Exceptions are
very senior managers. However, you should always wait to be invited to use
first names before doing so yourself.
Business cards are an essential prop and are usually exchanged.
Negotiations and decisions are usually open and flexible. Your British
counterparts will favour a win/win approach.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
THE UNITED KONGDOM
British business etiquette (Do's and Don'ts)
 DO respect personal space. The British value their space and keeping an
acceptable distance is advised.
 DO remember to shake hands on first meetings. It is considered polite to do
so.
 DO make direct eye-contact with your British counterpart, however
remember to keep it to a minimum or it could be considered impolite or
rude.
 DON'T ask personal questions regarding your British counterpart's
background, occupation or income.
 DON'T underestimate the importance of humour in all aspects of business in
the UK.
 DON'T forget that instructions are often disguised as polite requests.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
GERMAN
Business practices
First names are generally only used with family and close friends and
colleagues. Therefore, always use last names and appropriate titles. You will
often find that colleagues who have worked together for years still maintain
this level of formality.
Business meetings follow a formal procedure. German managers work from
precise and detailed agendas, which are usually followed rigorously;
moreover, meetings always aim for decisive outcomes and results, rather
than providing a forum for open and general discussion.
German business protocol requires that colleagues should be greeted with a
firm, but brief, handshake on both arrival and departure.
In German business dealings, it is important to provide solid facts and examples
to back up proposals, given the German preference for analytical thinking
and rational explanations.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
GERMAN
Business Etiquette (Do’s and Don’ts)
 DO take plenty of business cards with you and ensure they include full details of your
background, qualifications, and titles.
 DO maintain direct eye-contact when addressing German colleagues, especially during
initial introductions.
 DO use the formal version of you (“Sie”), unless someone specifically invites you to
use the informal “Du” form. It is usually best to let your German counterpart take the
initiative of proposing the informal form of address (this implies readiness to develop
a personal relationship).
 DON’T discuss personal matters during business negotiations, as this is considered to
deviate from the task at hand.
 DON’T attempt to continue negotiations after a contract has been signed. Your
German colleagues may view this with suspicion, which could lead to an unsuccessful
business agreement.
 DON’T use exaggerated or indirect communication styles during business meetings
with you German counterparts. It creates an impression of insincerity and dishonesty.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
SPAIN
Business practices
The decision-making process in Spain is usually unhurried and can be a
gradual, detailed procedure that involves consideration from various levels
within the company. In this respect, maintaining good relationships with
your Spanish counterparts from all positions are vital for success.
When arriving at an appointment it is advised to present your business card to
the receptionist. Wherever possible, business cards should be printed in
English on one side and in Spanish on the other. You should present your
card with the Spanish side facing the recipient.
An initial introduction at both business and social meetings generally include a
formal handshake whilst making direct eye contact and is extended to
everyone present, male and female.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
SPAIN
Business etiquette (Do's and Don'ts)
 DO remain patient in all dealings with your Spanish counterparts. The Spanish are
sometimes noted for their relaxed approach to business and Spanish bureaucracy can
be frustrating. However, be wary of the ‘mañana' stereotype as you will find that
certainly in the northern regions such as Catalonia and the Basque Country that
deadlines and punctuality are much more closely adhered to.
 DO try to maintain a friendly and personal atmosphere during negotiations. In order
to be effective in Spain, Spanish business culture also requires a sense of self-dignity,
consideration and diplomacy.
 DON'T expect to enter into business discussions at the start of a meeting. Your
Spanish colleagues will want to establish a familiar environment on which to build new
business relationships. This may include asking personal questions regarding your
family life and background.
 DON'T presume that business can be explicitly discussed over meals, it is generally
considered a sociable activity and therefore you should wait until your Spanish
colleagues initiate such conversation.
 DON'T display signs of over assertiveness or superiority. Your Spanish counterparts
will appreciate a more modest approach to business negotiations.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
THE USA
Business practices in the United States
It is customary to begin and end business meetings with a brief but firm handshake.
Maintaining direct eye contact during this initial greeting and whenever in
conversation is also essential, as it demonstrates to your American colleagues your
interest and sincerity.
The exchanging of business cards is a casual affair in the US and as such demands no
clear ritual or set of rules. Americans regard business cards as a resource for future
information. On the occasions when they are exchanged, it may be done either during
introductions or when leaving.
During negotiations, it is important to remember that the aim of most business
discussions in the US is to arrive at a signed contract. Americans consider negotiations
as problem-solving situations based on mutual benefit and personal strengths.
Subsequently, emphasis is placed on one’s financial position and business power.
When doing business in the US, you will be expected to adhere to rules and guidelines
that your US business counterparts must also follow. Company policy and business
procedures such as legally binding contracts, are aspects of American business culture
that require strict compliancy.
The Culture&Business
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
THE USA
American business etiquette (Do's and Don'ts)

DO address your American business colleagues with a title, such as “Dr”, “Ms”, “Mr”, or “Mrs”, and
their last name when meeting someone for the first time. You may find that, your American
counterparts will insist on using first names almost immediately; this is not a sign of familiarity but
simply reflects the casual business style of Americans and their emphasis on equality.

DO say “please” and “thank you” to everyone for even the smallest kindness. Politeness is highly
valued in the United States and Americans will expect you to be as polite as they are.

DO be prepared to partake in preliminary small talk with your American counterparts at the
beginning of a business meeting. This will often include topics such as sport or the weather and is
seen as a way to lessen apprehension and create a comfortable environment before entering into
business affairs.

DON’T expect all companies to be the same. Business culture in the US differs from company to
company on many levels, including industry, region and business structure. It is advised to
research as much as possible about the individual business culture of your American associates
before meeting with them.

DON’T make any other form of physical contact such as hugging when greeting your American
counterpart for the first time. Americans respect their privacy and personal space.

DON’T be offended or surprised if your American colleagues cannot accept a gift. Gift giving is
often discouraged or limited by many US companies and therefore most employees are unable to
accept them.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
CHINA
Answers
1. False. He is simply asking you how you are and
2.
3.
4.
5.
enquiring after your health.
False. This is a symbol of death used at funerals
and should never be done.
True.
True.
False. You are expected to leave before them.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
INDIA
Answers
1.
2.
3.
4.
5.
False. It is a visual way to communicate to the speaker that you
understand what they are saying or that you agree with him.
True.
False. It is customary to greet the oldest members first as a sign of
respect.
True.
False. The correct way is to hold your hands together below your
chin, nod or bow slightly, and say “namaste". However, handshakes
are also appropriate in contemporary Indian culture.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
JAPAN
Answers
1.
2.
3.
4.
5.
False. The most senior member of the team generally enters the
room first, followed by his subordinates in order of rank. The least
senior member will sit closest to the door.
True.
False. Silence is often used as part of the thought process and is
never thought of as uncomfortable.
True. It is generally used when it is not known what feelings to
express.
True. It is a positive sign that you are enjoying it!
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
RUSSIA
Answers
1.
2.
3.
4.
5.
False. It is considered bad luck to shake hands over a
threshold and should be done either inside or outside.
True. Even numbers of flowers are only given at
funerals and are a sign of bad luck.
True. A Russian superstition that is still present today.
True.
False. The Western sign for ‘OK' is considered rude in
Russia.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
FRANCE
Answers
1.
2.
3.
4.
5.
True.
False. A French host will be expected to carefully
choose the wine to match the meal.
False. Interrupting is a sign that you are interested in
what your business colleagues have to say.
True.
False. Leaving food on your plate is considered impolite.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
THE UNITED KONGDOM
Answers
1.
2.
3.
4.
5.
True. It is important to respect rank in the UK.
False. Asking about another's salary in the UK is
particularly offensive and should never be done.
True.
False. Never arrive early. It is advised to arrive 10-20
minutes after the stated time when visiting someone's
home.
True.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
GERMAN
Answers
1.
2.
3.
4.
5.
True
True.
False. It is customary for everyone to wait until the host
has drunk first.
True.
False. You will generally find that Germans are very
private people and will therefore keep their office doors
closed.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
SPAIN
Answers
1.
2.
3.
4.
5.
False. Employees from varying levels within a company
rarely mix during business lunches.
True.
True.
True.
False. In Spain, gifts are not normally exchanged at
business meetings. However, if they are given, it is
usually only after the successful completion of a deal.
The Culture quiz
Based on „Intercultural Communication” by
Jodie R. Gorrill, M.A.
THE USA
Answers
1.
2.
3.
4.
5.
True.
True.
False. Building company as oppose to personal
relationships and getting the best deal are valued
higher in American business culture.
True
False. This gesture is often used to show camaraderie,
appreciation or praise in America and as such should be
taken as a compliment.
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