Communication, Conflict, Negotiation and Leadership in Germany - Research Paper Example

Communication, Conflict, Negotiation and Leadership in Germany 1. Introduction Germany is regarded as one of the most progressive countries in the world. The country has an estimated population of 82 million and ranked fourth in terms of nominal Gross Domestic Product (GDP) globally. Communication in Germany is progressive with the government aggressively promoting infrastructure building and investment. Although English is widely used in Germany, most Germans use their language in doing business with other nationalities. Most foreigners who decide to transfer to Germany study the local language instead of using their capital as leverage for Germans to learn their language. Negotiation is a vital concept that is used when delaine with Germans. Although Germans have strong Western orientation, their nationalistic views are often considered as well as Germany’s history of being the aggressor. The discussions below will tackle some of the cultural identities of Germans as determine by models and studies done by experts. 2. Hofstede’s Model The Hofstede Model identifies cultures based on five dimensions: power distance, masculinity/femininity, uncertainty avoidance, individualism/collectivism, and long-term/short-term orientation (Hofstede, 2001). The models scores countries on a scale of 0 to 100 and there are comparisons made between and among countries. Hofstede initially made the scores during 1970s but succeeding grades provided in recent years have proved that the grades are still valid. Additional 200 studies were further made to validate the indexes done by Hofstede. The model could be used in dealing with communication, negotiation, management, business and marketing in the global scene (Hofstede, 2001). 2.1. Power Distance Power distance dimension refers to the belief of individuals in the lower echelon of the society that power is unequally distributed. Hofstede suggests that inequality is endorsed by the members instead of the leaders. Countries that scored high in power distance maintain all individuals’ role in the society. In cultures with low power distance, roles have to be defined. Germany has a score of 35 in Hofstede’s power distance which is 36% below the world average and 14% below the U.S. score. The score shows Germany’s decentralized societies and flat organization structures. Most important, Germans are loyal to their employers and would not disclose company-related data to unauthorized groups or people (Workman, 2008). 2.2. Masculinity/Femininity In masculine societies, the important aspects are achievements and success while feminine societies focus on caring for other individuals. Masculine societies do not promote sharing of households between males and females. Also, feminine cultures show men’s involvement in shopping activities (Eurostat, 2002). Germany scored 66 points on masculinity, which is 32% higher than the world average and 6% higher than the U.S. Based on Hofstede’s scores; Germans do value earnings, advancement, money and recognition. Most Germans value success and their current state as global performer has been sustained. 2.3. Uncertainty Avoidance The concept of uncertainty avoidance pertains to the reaction of people when dealing with ambiguities. Countries with high scores of uncertainty avoidance require established rules and structures. People in this culture are not open to changes and have low flexibility. Meanwhile, cultures with low uncertainty avoidance operate with few rules and are more open to opinions. Germany’s score in this dimension is 65 points which is 2% higher than the world average and 41% higher than the U.S. This indicates that Germans are less open to risks and are more concerned with security. Most important, Germans are disciplined and insists on strict conduct codes. 2.4. Individualism/Collectivism Individualistic cultures show individuals who focus on their own welfare and their immediate family members. Relationships are often forged loosely and each member is expected to look after their respective progress. The other nature of cultures promotes the formation of groups. There is integration and cohesion and individuals are protected in exchange for their unwavering loyalty. Germany scored 65 points in this category which is 56% higher than the world average but 26% below the U.S. score. Most Germans concentrate on improving themselves before resorting to helping others. 2.5. Long-term/Short-term Orientation The above-dimension defines a culture that is future-oriented and a culture that focuses on the present and the past. The most common values observed in culture with long-term orientation include saving, perseverance and promoting relationships by status. Cultures with short-term orientation promote stability, respect for tradition and steadiness (Hofstede, 2001). Germany is considered to have long-term orientation with a score of 32. The country, however, pales in comparison with countries such as China, Hong Kong, Taiwan, Japan and South Korea. This also shows balance in the view of Germans when dealing with the future. The term “calculated risk” comes into play when making projections and future plans. 3. Cross-Cultural Communications Cross-Cultural Communications was developed by Fons Trompenaars and Charles Hampden-Turner that measures cultural dimensions. Seven dimensions were identified as important in assessing cultures. The first dimension addresses the distinction between the important of rules and relationships. Universalists puts premium on rules observance while particularists focus on personal backgrounds. The second dimension is similar of the collectivism/individualism dimension explained by Hofstede in the previous section. The third dimension exhibits a culture that shows neutral feelings and emotional feelings. The fourth dimension determines the extent in which a person’s work life is integrated in a private life. The fifth dimension creates a separation between cultures that push for status to be achieved instead of just inheriting the status. Another dimension explores on the capacity of individuals to perform more tasks at a time rather than focusing on just one task. The final dimension determines a person’s capacity to control the environment or be controlled Trompenaars (1998). Based on a study conducted by Eri Kanemoto (2004), Germans are considered as Universalist which means that the people value the observance of rules. In such culture, discipline is important and exceptions from rules are discouraged. Germans are believed to be individualist according to Trompenaars’ scale which supports the score in Hofstede’s index. But Trompenaar’s study on German employees shows their capacity to work in groups and prefer success to be achieved collectively (Workman, 2008). Germans are specific when dealing with work and personal lives. Their capacity to share in the public is high but low when dealing with private matters. The study of Kanemoto (2004) also shows Germans as emotionally neutral. Their response to issues are usually controlled and based on rationality. Moreover, Trompenaars’ scale rate Germans as achievers which is in congruence with Hofstede’s observation. In terms of the corporate culture, Trompenaars suggests that companies are hierarchical despite the low power distance as scored by Hofstede. 4. Other Theories Edward T. Hall introduced several theories that could be used in exploring cultures. Hall (1966) introduced the notion of personal space which exhibits a region that a person identifies as his/her. When the personal space is trespassed, most people feel differently. Hall introduced proxemics which measures the distance when people interact. Distances are classified as intimate (18 inches or less), personal (1.5 to 4 feet), social (more than 4 feet up to 12 feet), and public (more than 12 feet). Another theory introduced is polychronicity which shows a person’s capacity to work on multiple tasks. This is similar to one of the dimensions identified by Trompenaars. These theories are useful in guiding individuals to interact and properly communicate. Conclusion Based on the discussion above, it is clear that Germans value discipline and success. Moreover, their focus on money and success in something that needs to be considered. When dealing with Germans, it is imperative to highlight their specific role in a project and how the project will fulfill their goals. Another important aspect that must be underlined is that Germans prefer certainty and fewer risks. Contracts signed with Germans have to include clear stipulations and guaranteed results. Finally, Germans are viewed as loyal to their employers. Hence the response that should be given is trust and openness to ideas. References Eurostat, (2002), How Europeans Spend their Time, (Data 1998-2002) Hall, E.T. (1966), American Anthropologist "A System for the Notation of Proxemic Behavior" Hofstede, G. (2001), Culture’s Consequences (2nd Edition), Thousand Oaks, CA: Sage Publications Kanemoto, E. (2004), “How to Succeed in a Highly Competitive International Industry Sector: Lessons from Siemens’ Experience in South Korea” AIB-SE Trompenaars, F. and Hampden-Turner, C., (1998) Riding the Waves of Culture, New York: McGraw-Hill Workman, D. (2008), International Trade, “German Business Culture” Retrieved, 2 November 2011, from: http://daniel-workman.suite101.com/german-business-culture-a45268 Read More