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| business culture in germany: The Business Culture in Germany Collin Randlesome, 1994 The business culture in Germany presents a fascinating picture in the mid-1990s. Attempts are still being made to introduce into eastern Germany the beliefs, attitudes and core values of the business culture which have been responsible for so much success and prosperity in the west - but have for many years been culturally rejected by the east. In his new book, Collin Randlesome identifies strengths and conservatism as two of the most powerful of these western values. Collin Randlesome identifies strength and conservatism as two of the most powerful of these western values and he suggests they find their general expression in: *a social, rather than a free market economy *a solid manufacturing base *a strong emphasis on research and development in industry *concern for the physical environment *a nurturing, long-term view of business. Criticism of German companies has often focused on the less tangible aspects, however, such as a tendency to be product-led and an aversion to risk and the spirit of enterprise. Eastern Germany has developed in a very different direction, and the author examines the effects of introducing western values here, as well as the conflicts and contrasts that have arisen. Perhaps the most fascinating aspect of this merging of cultures is the reaction to the integration process by Germans themselves. The differing responses of people in both western and eastern Germany are recorded in detail. |
| business culture in germany: Doing Business in Germany Andra Riemhofer, 2019-03-20 The focus of the book is to help readers understand how certain concepts and values influence the way Germans like to do business. Germany is the strongest economy in Europe, and one of the largest worldwide. The business climate is good, people are highly skilled, and consumers have plenty of spending money in their pockets; for companies that are doing business internationally, Germany is a market that simply cannot be overlooked. However, many business relationships with Germans come to an end even before they begin; intercultural differences very often result in misunderstandings, frustration, and an unnecessary loss of time and money. Especially with Germans, even small things can be crucial when you are speaking to a (potential) business contact. This book aims at helping students and professionals avoid the common pitfalls that international business people typically step into when dealing with Germans for the very first time. Unlike with the other business- or text-books focusing on culture, this book will do more than just arm you with some simple “Dos and Don’ts;” it will provide interesting and easy-to- understand descriptions and anecdotes that highlight the cultural standards and dimensions that are (typically) theoretically discussed in scientific texts. Essentially, while talking about what makes “the average” German tick, readers will be equipped with the relevant background knowledge. The focus of the book is to help readers understand how certain concepts and values influence the way Germans like to do business. It will guide them on how to successfully interact with Germans, whether at trade shows, during virtual and face-to-face meetings, or when they are negotiating their first contract. |
| business culture in germany: Playing By The Rules: Understanding German Business Culture Michael Staudacher, 2021-11-03 'Why they are complaining?' 'Why do they treat me this way?' 'Why are they offending my team?'Intercultural misunderstandings are a pain. Fact-oriented cultures and relationship-oriented cultures clash. They have different styles of communication, different views on the same things, and contrary core values. The Germans are fact-oriented. Their habits make doing business with them a challenge. This book educates managers and professionals on how best to work with Germans and helps them avoid intercultural misunderstandings. It reveals the three key characteristics for consideration to make business with Germans a success: directness — adherence — commitment. |
| business culture in germany: Understanding American and German Business Cultures Patrick L. Schmidt, 1999 |
| business culture in germany: Business Germany Peggy Kenna, Sondra Lacy, 1994 |
| business culture in germany: Germany Pedro Macedo Leao, 2011 A must-read guide for every businessman.Which abilities' needs today a businessman working for a company that claims not only in domestic market but also in the German market? This book aims to raise awareness of the environment and the German typical errors that can be easily avoided if there is some concern in trying to understand the German mentality, the German market and the situations you will encounter when approaching the market. Doing business with Germans can be difficult, but it need not be. This guide to doing business in Germany is intended to highlight some important key areas that one may encounter in Germany. After ten years in Germany, I know the country inside out. Readers should understand that this book, although it concentrates on business culture, is intended to be useful to anybody planning to deal with Germans in any way. |
| business culture in germany: Germany Barry Tomalin, 2008 Offers information to travelers on German culture and society, providing a brief history of the country, and covering values and attitudes, customs and traditions, the Germans at home, shopping, business dealings, and other topics. |
| business culture in germany: Germany - Culture Smart! Culture Smart!, Barry Tomalin, 2021-03-04 Don't just see the sights—get to know the people. Germany powerhouse of Europe and pillar of the Eurozone feels reassuringly familiar. However, despite superficial appearances, this is a country that operates very differently from the USA and Britain. German history is more than a thousand years old and the relatively new German nation-state encompasses an astonishing variety of cultural and regional differences. German society is also in a state of flux, as people respond to immigration and a tough economic climate, and traditional attitudes such as formality and rigid protocol are softening as German business globalizes. Culture Smart! Germany sets out to show you how to be a good and sensitive guest. With chapters on core values and attitudes, and a practical business briefing, it is a valuable introduction to the German way of life. It tells you what treatment to expect, what pitfalls to avoid, and how to build rapport and credibility with this culturally rich and inventive people at the heart of Europe. Have a richer and more meaningful experience abroad through a better understanding of the local culture. Chapters on history, values, attitudes, and traditions will help you to better understand your hosts, while tips on etiquette and communicating will help you to navigate unfamiliar situations and avoid faux pas. |
| business culture in germany: Cultural Differences in Business Life - Understanding German and American Business Culture Ulrike Ditzel, 2007-11 Seminar paper from the year 2006 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,3, http: //www.uni-jena.de/ (Philosphische Fakultät - Lehrstuhl Interkulturelle Wirtschaftskommunikation), course: Interkulturseminar USA-Deutschland, 15 entries in the bibliography, language: English, abstract: Globalization has led to remarkable changes in the way we conduct the world's business. International Mergers and acquisitions are en vogue today. The advantages quoted by managers include advantages of scale, increased shareholder value, access to new markets, lower overheads and so on. The number of international mergers and acquisitions between German and American companies increased a lot during the last years, as well. At the beginning there are high hopes and elation connected with the deal. But the long-term reality, however, is much the opposite. At least 50 percent of all international mergers and acquisition activity fails, no matter how the success is measured. There are also lots of companies who failed, who are therefore not able to benefit from some positive synergy effects like cost reductions. Why did that happen? A survey tried to analyze the reasons for this. The surprising result was that just 30% of the failures were attributed to the hard factors of business, like planning, finance or technology. For the rest, the reason lay in the so-called soft factors, which contain cultural and organizational behaviour. Somewhat less acknowledged, although hardly disputed, is the positive and negative impact of cultural aspects on the success of M&A activity. The following work reveals the differences between American and German business culture and also analyzes its historical and social background. Thereby, the main goal is to disprove that American and German business styles are almost similar. Furthermore, at the end the reader should know more about the existing differences between t |
| business culture in germany: Negotiating International Business Lothar Katz, 2006 Pt. 1. International negotiations. -- Pt. 2. Negotiation techniques used around the world. -- Pt. 3. Negotiate right in any of 50 countries. |
| business culture in germany: No Such Thing as Small Talk Melissa Lamson, 2010 Many business leaders, when they begin to work overseas or interact professionally with teams abroad, are surprised by how much they thought they knew about the other culture, but how little it counts for on the ground. The reality is that communication is multi-dimensional, and simply knowing a foreign language doesn't mean one automatically understands the culture that goes with it. Idiom, psychological factors and cultural nuance all come into play. To grasp a culture, and communicate meaningfully to it, you need familiarity with language, of course, but also with non-verbal communication, customs, perceived values, and concepts of time and space. Melissa Lamson, with years of experience in creating and nurturing high-performing global teams, understands how It's not enough to know the language! In her book, No Such Thing as Small Talk, she focuses on Germany, a major business partner for the United States, and the country in which she has lived and worked for over a decade. Business leaders today expect to face cultural differences when they do business with, for example, China or Brazil. But with a Western, industrialized country like Germany, one that displays a business etiquette and work ethic similar to the United States, it is easy to overlook the differences simply because so much appears, on the surface, to be the same. The differences are not in your face but subtle. And these small, yet critical, differences are exactly what Melissa's book will help you identify, respect and bridge. Melissa succinctly presents what she calls seven keys, or principles, to unlocking the German business mind. Her principles, whether they relate to process, punctuality, discipline or email communication, are insightful, personal and compelling. Not only does she clearly lay out the differences, but she also offers a cultural perspective that is rich with personal narrative. If you plan to be in any way professionally engaged with Germany--whether you wish to participate in trade fairs, carry out negotiations with partners or colleagues, discuss schedules or terms with customers, or even apply for a job in Germany--the appropriate cultural understanding, as this book describes, will create mutual trust and will quite likely be the key to your business success. |
| business culture in germany: Geschäftsdeutsch Franz-Joseph Wehage, Gudrun Clay, 2011-12-15 Introduces the students to the language of business German. It is foremost a language book, with the goal of increasing the students' knowledge and interest in Germany's national and global economy.--P. [4] of cover. |
| business culture in germany: Business Cultures in Europe William Brierley, Colin Gordon, Kevin Bruton, Peter King, 2012-08-06 Major changes which have occurred since this book was first published have been included in this edition. In particular, the chapter on Germany has been substantially revised and now includes a separate section on easter Germany. The other five countries covered in the book have also witnessed changes in their business culture and these have been taken into consideration. This book examines the background to business practice in Europe of six major countries: Germany, France, Italy, the UK, Spain and the Netherlands. Each chapter tracks the commercial development of that country in the late 1970s, 1980s and early 1990s, focusing on the business environment, special features affecting business, and the response to the EC's single market. The business culture section in each is divided further into business and government, business and the economy, business and the law, business and finance, business and the labour market, business and trade unions and business training, education and development. The test is organized in such a manner to enable cross-referencing between countries, and maps have been included in the new edition. |
| business culture in germany: What Germany can learn from Singaporean Business Culture , 2019-03-27 Bachelor Thesis from the year 2016 in the subject Economics - Case Scenarios, grade: 2,6, University of Applied Sciences Koblenz (Wirtschaft), language: English, abstract: This paper tries to determine the main differences between Germany and Singapore and to answer the question what Germany can learn from Singaporean business culture. Since the world is becoming more and more multicultural, international and connected, cultures and their components change over time. Modern companies of today, who are looking to do business in Europe and Asia are most successful when building up regional headquarters rather than focus on a specific market with country-specific headquarters. In the past, Singapore became the predominant location for regional headquarters in Asia (especially South-East Asia) for various reasons. The former British colony provides all necessary aspects to attract foreign direct investments in conjunction with an English speaking environment. As of today Singapore became one of best and easiest countries to do business with in conjunction with a stable political environment. The counterpart in Europe for Singapore is the export-oriented Germany. After its reunification in 1990, Germany became the strongest economic power in Europe and one of the strongest worldwide. With the focus on export to all continents, it is necessary to build up headquarters around the world to maximize the effectiveness. Today, about 1400 German firms are located in Singapore, which makes them an important partner. Since multinational companies become bigger and more involved in different sectors, success in business will inevitably demand a change of corporate and business culture. Therefore it is important to understand foreign cultures and business cultures to better adapt to the foreign culture. Additionally improvements of other business cultures can be used and implemented into the own business culture. |
| business culture in germany: Food Culture in Germany Ursula Heinzelmann, 2008-06-30 The grown-up Germany of today is able to explore its cultural identity, including its food culture. For some years now, German food has seen a return to regionalism, and beloved traditional dishes have been rediscovered and revived, counteracting to some extent the effects of globalization and industrialization. As well, a host of new culinary traditions brought in with new immigrants makes for an exciting food scene. Food Culture in Germany, written by a native Berliner, is destined to become a classic as the best source in English for a thorough and up-to-date understanding of Germans and their food—the history, foodstuffs, cooking, special occasions, lifestyle eating habits, and diet and health. The Historical Overview chapter takes the reader on a culinary tour from ancient times through the Holy Roman Empire to the Lebensraum of Hitler and on to reunification of the two Germanys until today's return to normalcy. Chapter 2, Major Foods and Ingredients, highlights the classic German staples. Chapter 3, Cooking, discusses the family and gender dynamics plus cooking techniques and utensils, the German kitchen, and the professional chef as media figure phenomenon. The Typical Meals chapter gives an in-depth insider's look at how and what Germans eat today. Chapter 5, Eating Out, describes the wide range of opportunities for eating out, from grabbing Currywurst on the street, to lunching in office and school cafeterias, to meeting friends for coffee and cake at the Konditerei. German holidays and special occasions are elaborated on in the context of more secular and younger influences in Chapter 6. Chapter 7 covers the German diet and the strong interest in health in the country, with its holistic roots. Food safety, a big topic in Europe today, is also discussed at length. An introduction, chronology, glossary, resource guide, selected bibliography, and illustrations complete this outstanding resource. |
| business culture in germany: The Culture Map Erin Meyer, 2014-05-27 An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice. |
| business culture in germany: Jewish Life and Culture in Germany after 1945 Katrin Keßler, Sarah M. Ross, Barbara Staudinger, Lea Weik, 2022-08-22 How was the re-emerging Jewish religious practice after 1945 shaped by traditions before the Shoah? To what extent was it influenced by new inspirations through migration and new cultural contacts? By analysing objects like prayer books, musical instruments, Torah scrolls, audio documents and prayer rooms, this volume shows how the post-war communities created new Jewish musical, architectural and artistic forms while abiding by the tradition. This peer-reviewed volume presents contributions to the conference „Jewish communities in Germany in Transition, held in July 2021, as well as the results of a related research project carried out by two university institutions and two museums: the Bet Tfila – Research Unit for Jewish Architecture (Technische Universität Braunschweig), the European Center for Jewish Music (Hanover University for Music, Drama and Media), the Braunschweigisches Landesmuseum, and the Jewish Museum Augsburg Swabia. For the first time, post war synagogues in Germany and their objects were researched on a broad and interdisciplinary basis – regarding history of architecture, art history of their furniture and ritual objects as well as liturgy and musicology. The project was funded by the Federal Ministry of Education and Research (BMBF) during the years 2018 to 2021 in its funding line „The Language of Objects. |
| business culture in germany: The Worlds Business Cultures and how to Unlock them , 2014 With the aid of a specially developed model – The 5 C’s Model – expert authors demonstrate how to get your communications right internationally and ensure that meetings, both face-to-face and virtual, go according to plan. Barry Tomalin and Mike Nicks offer strategies and tactics for getting people from different countries on your side, and detailing the knowledge you need to make the right impression and avoid giving offence. The authors provide a framework for understanding any culture in the world, but include specific chapters on the top 16 economies in the world in 2050, according to Morgan Grenfell bank: China, USA, Germany, UK, Russia, India, Indonesia, Brazil, France, Italy, Spain, The Gulf, South Korea, Mexico, Australia and Japan |
| business culture in germany: European Business Cultures Robert Crane, 2000 The social, economic and political perspectives of selected countries in East and West Europe are examined in this volume. It analyses the cultural differences between countries, their origins and the impact they have on the conduct of business. |
| business culture in germany: Politics and the Sciences of Culture in Germany, 1840-1920 Woodruff D. Smith, 1991-06-20 Examining the ways in which politics and ideology stimulate and shape changes in human science, this book focuses on the cultural sciences in nineteenth and early twentieth-century Germany. The book argues that many of the most important theoretical directions in German cultural science had their origins in a process by which a general pattern of social scientific thinking, one that was closely connected to political liberalism and dominant in Germany (and elsewhere) before the mid-nineteenth century, fragmented in the face of the political troubles of German liberalism after that time. Some liberal social scientists who wanted to repair both liberalism and the liberal theoretical pattern, and others who wanted to replace them with something more conservative, turned to the concept of culture as the focus of their intellectual endeavors. Later generations of intellectuals repeated the process, motivated in large part by the experiences of liberalism as a political movement in the German Empire. Within this framework, the book discusses the formation of diffusionism in German anthropology, Friedrich Ratzel's theory of Lebensraum, folk psychology, historical economics, and cultural history. It also relates these developments to German imperialism, the rise of radical nationalism, and the upheaval in German social science at the turn of the century. |
| business culture in germany: Industrial Culture and Bourgeois Society Jürgen Kocka, 1999 Jürgen Kocka is one of the foremost historians of Germany whose work has been devoted to the integration of different genres of the social and economic history of Europe during the period of industrialization. This collection of essays gives a representative sample of his effort to develop, by reference to Marx and Weber, new and powerful analytical tools for understanding the dynamics of modern industrial societies. |
| business culture in germany: Business and Industry in Nazi Germany Francis R. Nicosia, Jonathan Huener, University of Vermont. Center for Holocaust Studies, 2004 During the past decade, the role of Germany's economic elites under Hitler has once again moved into the limelight of historical research and public debate. This volume offers a brief but focused introduction to the role of German businesses and industries in the crimes of Hitler's Third Reich. |
| business culture in germany: Understanding Cultural Differences Edward T. Hall, Mildred Reed Hall, 2000-07-27 Human resource management, at home and abroad, means assisting the corporation's most valuable asset-its people-to function effectively. Edward T. and Mildred Reed Hall contribute to this effort by explaining the cultural context in which corporations in Germany, France, and the United States operate and how this contributes to misunderstandings between business personnel from each country. Then they offer new insights and practical advice on how to manage day-to-day transactions in the international business arena. Understanding Cultural Differences echoes and elaborates on Edward T. Hall's classic studies in intercultural relations, The Silent Language and The Hidden Dimension. It is a valuable guide for business executives from the three countries and a model of cross-cultural analysis. |
| business culture in germany: Culture in Nazi Germany Michael H. Kater, 2019-05-21 “A much-needed study of the aesthetics and cultural mores of the Third Reich . . . rich in detail and documentation.” (Kirkus Reviews) Culture was integral to the smooth running of the Third Reich. In the years preceding WWII, a wide variety of artistic forms were used to instill a Nazi ideology in the German people and to manipulate the public perception of Hitler’s enemies. During the war, the arts were closely tied to the propaganda machine that promoted the cause of Germany’s military campaigns. Michael H. Kater’s engaging and deeply researched account of artistic culture within Nazi Germany considers how the German arts-and-letters scene was transformed when the Nazis came to power. With a broad purview that ranges widely across music, literature, film, theater, the press, and visual arts, Kater details the struggle between creative autonomy and political control as he looks at what became of German artists and their work both during and subsequent to Nazi rule. “Absorbing, chilling study of German artistic life under Hitler” —The Sunday Times “There is no greater authority on the culture of the Nazi period than Michael Kater, and his latest, most ambitious work gives a comprehensive overview of a dismally complex history, astonishing in its breadth of knowledge and acute in its critical perceptions.” —Alex Ross, music critic at The New Yorker and author of The Rest is Noise Listed on Choice's Outstanding Academic Titles List for 2019 Winner of the Jewish Literary Award in Scholarship |
| business culture in germany: Israeli Business Culture Osnat Lautman, 2018-08-10 Bulding Effective Busness Relationship with Osraelis. |
| business culture in germany: The German Way Hyde Flippo, 1996-06-01 For All Students Ideal for a variety of courses, this completely up-to-date, alphabetically organized handbook helps students understand how people from German-speaking nations think, do business, and act in their daily lives. |
| business culture in germany: American Big Business in Britain and Germany Volker R. Berghahn, 2014-05-04 While America's relationship with Britain has often been deemed unique, especially during the two world wars when Germany was a common enemy, the American business sector actually had a greater affinity with Germany for most of the twentieth century. American Big Business in Britain and Germany examines the triangular relationship between the American, British, and German business communities and how the special relationship that Britain believed it had with the United States was supplanted by one between America and Germany. Volker Berghahn begins with the pre-1914 period and moves through the 1920s, when American investments supported German reconstruction rather than British industry. The Nazi seizure of power in 1933 led to a reversal in German-American relations, forcing American corporations to consider cutting their losses or collaborating with a regime that was inexorably moving toward war. Although Britain hoped that the wartime economic alliance with the United States would continue after World War II, the American business community reconnected with West Germany to rebuild Europe’s economy. And while Britain thought they had established their special relationship with America once again in the 1980s and 90s, in actuality it was the Germans who, with American help, had acquired an informal economic empire on the European continent. American Big Business in Britain and Germany uncovers the surprising and differing relationships of the American business community with two major European trading partners from 1900 through the twentieth century. |
| business culture in germany: Ethical Business Cultures in Emerging Markets Alexandre Ardichvili, 2017-10-26 This study examines the intersection of human resource development and human resource management with ethical business cultures in developing economies, and addresses issues faced daily by practitioners in these countries. It is ideal for scholars, researchers and students in business ethics, management, human resource management and development, and organization studies. |
| business culture in germany: Cross-cultural Business Behavior Richard R. Gesteland, 2012 The theme of this new edition of Cross-Cultural Business Behavior is CHANGE. First of all, cultures change. In markets around the world, business behavior is constantly evolving, impelled by generational shifts, improvements in education, and (especially) increasing exposure to the world marketplace. That is why all of the book's 43 'Negotiator Profiles' have been thoroughly updated, with new cases and fresh examples added. In addition to the change in culture, international managers' challenges have changed too. For example, just a few years ago, participants at global management seminars around the world were mainly interested in how to communicate and negotiate with overseas partners. But, they now find that their toughest challenges are how to manage overseas subsidiaries, strategic alliances, and international partnerships. To reflect these new realities, the book's time-tested framework for understanding cross-cultural negotiating behavior has been expanded to include a wide variety of practical pointers on managing in today's global marketplace. This fifth edition is important for everyone involved with global management, whether student or manager, because cultures and business challenges do change. The book is an essential survival guide for doing business in cultures other than one's own. |
| business culture in germany: Economic Policy Making and Business Culture David A. Dyker, 2012 This book addresses one of the fundamental problems in Russian society, and in Russia's relations with the rest of the world. Why do Russians tend to react differently from ?us? in given diplomatic or business situations? Why do they find the notion of a contract difficult to grasp? Why do they seem hostile to the principle of the level playing field? How do they see Russia's position within the globalised economy? In order to probe these issues, the author begins with a historical analysis, looking at the pattern of political and economic development since Tsarist times, always asking the questions: What is unique to Russia in all this, and which unique features tend to recur in different periods? In seeking to illuminate the interface between Russia and the world, the author also examines Russia's attitude to itself, and to its own resources ? natural and human ? to land as an agricultural resource, and later oil and gas; and to people ? as cheap labour and as highly trained scientific personnel. This book is firmly based on scholarly sources, in English, French and Russian, but aims to go beyond the academic audience to address the concerns of people encountering Russians and Russian organizations in their everyday lives. |
| business culture in germany: Cultural Difference Between Germany and Brazil in a Business Background Stonia Thorand, 2021-12-29 |
| business culture in germany: The Regions of Germany Dieter K. Buse, 2005-06-30 This is a timely and unique overview of the 16 diverse federal states that make up the reunified Germany. The essential data for each state is provided in this easy-to-use reference. The demographics, geography, history, recent politics, economy, architecture, and noteworthy sites, people and culture, memorial sites, and traditional cuisine are surveyed in turn. This is an invaluable resource for students studying German and Germany, travelers, and teachers. A clear introduction explains the new Germany in historical and regional context. It has been claimed that Germany is a post-national society, but regions are still a primary basis of identity for many Germans and one of the main references points in daily life and politics. Part of Germany's reconstruction came through re-creation and identification with historically remolded regions. This work offers a needed summary of the results thus far. |
| business culture in germany: Essential Differences between the German and American Business Culture Vera Karpuschkin, 2014-12-18 Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, Pforzheim University, language: English, abstract: This paper gives a brief overview about essential differences between the German and American business culture. Nowadays business is run globally and does not know any barriers. Trade and access to new markets are expanding, international mergers and acquisitions or joint ventures are increasing, business relations are getting strongly interconnected worldwide. Therefore, managers have to take into account national and international regulations. Employees of multinational companies work in various countries for a certain period, students go abroad as interns in order to gain work and intercultural experiences. Countries all over the world are involved in business issues, includ-ing the differences regarding cultures, societies, and the way of doing business, that creates not only opportunities but represents challenges as well. Through globalization business faces many workplace related cultural differences. |
| business culture in germany: Business Cultural Differences between China and Germany Tom Praxenthaler, 2018-04-20 Seminar paper from the year 2018 in the subject Communications - Intercultural Communication, grade: 1,7, Fresenius University of Applied Sciences Munich, language: English, abstract: China is one of the biggest markets worldwide and thus the objective of many expanding German companies. In order to enter a new market, socio-cultural conditions always have to be taken into consideration. Chinese particularities in the context of communication, relationships or Guanxi and social reputation were observed in this work. Subsequently, cultural differences between China and Germany were compared according to Hofstede’s cultural dimensions Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance and Long-Term vs. Short-Term Orientation. As shown in the course of this work, there are multiple differences in every dimension between these two cultures. In order to perform business in China, German companies have to adapt to the given circumstances. Only with careful handling of the cultural differences, economic success can be achieved. |
| business culture in germany: Politeness in Europe Leo Hickey, Miranda Stewart, 2005-01-01 Politeness as practised across 22 European societies, firmly set within critical debates developed since the 1980s, is here presented in ways related to concrete situations in which language-users interact with one another to achieve their goals. Areas covered include types of politeness, forms of address, negotiation and small-talk in various contexts. |
| business culture in germany: The Global Business Culture Guide Lothar Katz, 2014-01-20 The book explains fundamental aspects of global business interactions and discusses cultural influences on values, attitudes, expectations and practices. Most importantly, it gives country-specific advice on what to do, expect, and avoid in order to conduct business successfully in any of 50 countries around the world. |
| business culture in germany: Working across cultures. Vietnam and Germany Julian Rudolf, 2017-08-29 Seminar paper from the year 2015 in the subject Communications - Intercultural Communication, grade: 1,3, , language: English, abstract: It is not surprising that misunderstandings and disagreements may occur, when people from Asian cultures and western European cultures want to do business together. The behavior in business and every-day life significantly differs. If we take a closer look at all cultural dimension, especially at Hofstede’s and Hall’s models, we can identify possible reasons and solutions how to overcome the (sometimes frustrating) cultural differences in global business. This paper will give an overview about the most important cultural dimensions, analyze the problems in German-Vietnamese business communication with the help of the cultural dimensions and think about possible strategies how to avoid or solve the cultural misunderstandings. |
| business culture in germany: Working with Danes: Tips for Americans Kay Xander Mellish, 2021-01-20 This little, easy-to-read book will help Americans understand their Danish colleagues better. It is a companion volume to the author’s previous book, “Working with Americans: Tips for Danes.” If you’re an American who is about to do business in Denmark or with Danes, the Danish colleagues you will meet probably know a lot more about your country than you do about theirs. In fact, Americans often hear descriptions of Denmark that are not entirely correct. It is neither a socialist hellhole or a socialist paradise; instead, it’s a capitalist social welfare state, where voters have agreed to be taxed very highly in return for universal health care and tuition-free universities. Having the social welfare state as a backup influences the way Danes act in the workplace. Subordinates aren’t as dependent on their bosses as they are in some other cultures, so lower-level employees won’t perform a task just because the boss says so. Instead, they expect to be allowed to influence the assignment based on their own expertise, and carry it out independently without a lot of micromanagement. They may also jump over several levels of hierarchy to tell the top boss how they think the organization could operate more efficiently. One of the major differences between Danish business culture and US business culture is that Danes don’t need the kind of positive reinforcement that is common in the US. From their point of view, someone doing a job correctly requires no applause; comments are only necessary when something goes wrong. This can make Danes seem grumpy and negative to their American colleagues. This book will give you important insights into Danish business culture and Danish business etiquette and help you improve your interaction with your colleagues and counterparts in Denmark. |
| business culture in germany: The Cambridge Handbook of Meeting Science Joseph A. Allen, Nale Lehmann-Willenbrock, Steven G. Rogelberg, 2015-07-15 This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings. |
| business culture in germany: Doing Business with Germans Sylvia Schroll-Machl, 2016-07-11 Sylvia Schroll-Machl writes about German cultural standards. Although her work is empirically ascertained and presented in a systematic way, she is able to maintain a certain self-critical levity. Her target groups are Germans and foreigners, who vocationally have something to do with Germans. Her goal is to promote mutual understanding and to offer assistance for intercultural interactions. |
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
BUSINESS | English meaning - Cambridge Dictionary
BUSINESS definition: 1. the activity of buying and selling goods and services: 2. a particular company that buys and….
VENTURE | English meaning - Cambridge Dictionary
VENTURE definition: 1. a new activity, usually in business, that involves risk or uncertainty: 2. to risk going….
ENTERPRISE | English meaning - Cambridge Dictionary
ENTERPRISE definition: 1. an organization, especially a business, or a difficult and important plan, especially one that….
INCUMBENT | English meaning - Cambridge Dictionary
INCUMBENT definition: 1. officially having the named position: 2. to be necessary for someone: 3. the person who has or….
AD HOC | English meaning - Cambridge Dictionary
AD HOC definition: 1. made or happening only for a particular purpose or need, not planned before it happens: 2. made….
LEVERAGE | English meaning - Cambridge Dictionary
LEVERAGE definition: 1. the action or advantage of using a lever: 2. power to influence people and get the results you….
ENTREPRENEUR | English meaning - Cambridge Dictionary
ENTREPRENEUR definition: 1. someone who starts their own business, especially when this involves seeing a new opportunity….
CULTIVATE | English meaning - Cambridge Dictionary
CULTIVATE definition: 1. to prepare land and grow crops on it, or to grow a particular crop: 2. to try to develop and….
EQUITY | English meaning - Cambridge Dictionary
EQUITY definition: 1. the value of a company, divided into many equal parts owned by the shareholders, or one of the….
LIAISE | English meaning - Cambridge Dictionary
LIAISE definition: 1. to speak to people in other organizations, etc. in order to work with them or exchange….
