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2014

Business in England: A Study of Cultural Aspects

CROSS-CULTURAL MANAGEMENT END TERM

ASSIGNMENT, GROUP 7

PRITAM SAHA (1311034), SIDDHANT MISHRA (1311055), DEEPIKA

(1311083), GOPI G (1311159), ARUN K B (1311218)

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Contents

Hofstede’s Cultural Dimensions: ............................................................................................ 2

Business Etiquette: ................................................................................................................... 3

National Holiday – Guy Fawkes Night: ................................................................................. 5

Team work:............................................................................................................................... 6

Leadership Style: ..................................................................................................................... 7

Cultural Nuances – Implications on Expatriation and HR Management: ......................... 7

Expatriation Issues: ................................................................................................................. 7

Human Resource Issues: ......................................................................................................... 8

Recommendations: ................................................................................................................... 9

Appendix:................................................................................................................................ 10

Exhibit I: Audio transcript: Ms. Shah ................................................................................. 11

Exhibit II: Interview excerpt: Dr. Saha and Ms. Shah ...................................................... 11

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Hofstede’s Cultural Dimensions:

A comparative analysis of Indian1 and British2 culture through Hofstede’s Dimensions:

Power Distance: Power distance is the extent to which the less powerful members of

organizations and institutions (like the family) accept and expect that power is distributed

unequally. UK’s low score indicates a society that believes in inequality reduction, whereas

India’s considerably high score reveals an appreciation for hierarchy in Indian culture

characterized by obedience and respect for seniors. People look up to their leaders for direction.

Individualism: The degree to which individuals are integrated into groups. India’s moderate

score of 48 indicates both collectivist and individualistic traits. While the collectivism is

derived from traditional Indian family values, the individualist traits are a result of the dominant

religion Hinduism which propounds that people are individually responsible for the life they

lead and the impact it will have upon their rebirth. In contrast, UK has one of the most

individualistic societies and the British are very private people. Children are taught from an

early age to think for themselves, to find out their unique purpose in life and to uniquely

contribute to society.

1 Hofstede, G. (n.d.). What about the UK? Retrieved from http://geert-hofstede.com/india.html 2 Hofstede, G. (n.d.). What about the UK? Retrieved from http://geert-hofstede.com/united-kingdom.html

35

89

66

35

51

6977

4856

40

51

26

0

10

20

30

40

50

60

70

80

90

100

Power Distance Individualism Masculinity Uncertainty

Avoidance

Pragmatism Indulgence

Hofstede's Dimensions

United Kingdom India

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Masculinity: The distribution of emotional roles between the genders. Though England scores

slightly above India in this dimension, both India and England are masculine societies

indicating that members are driven by competition, achievement and success. Work is the

centre of life in both these cultures.

Uncertainty Avoidance: A society's tolerance for uncertainty and ambiguity. Both India and

England score low on this dimension indicating that people are comfortable in ambiguous

situations. Yet one difference is – while the British does not have too many rules, those that

are there are adhered to. In contrast, Indians rely on innovative methods to bypass the rules in

place. In terms of work, the planning may not be detail oriented, but the end goal will be clear

due to high “Masculinity”.

Pragmatism/Long-term Orientation: It describes societies' time horizon. Both India and

England have a moderate score of 51 indicating no dominant preference for either maintenance

of time-honoured traditions and norms or towards a more pragmatic approach that encourages

thrift and efforts in modern education. There is still a preference for long-term pragmatism.

Indulgence: The extent to which members of a society try to control their desires and impulses.

UK has a high score of 69, meaning people are willing to realise their impulses and desires and

are more optimistic. In contrast, with a low score of 26, the Indian culture is more pessimistic

and puts less emphasis on leisure time or on gratification of their desires.

Business Etiquette:

Etiquette indicates a culturally-specific code of behaviour that delineates expectations for

social behaviour according to contemporary conventional norms within a society, social class,

or group, thus enabling and streamlining cross-cultural dealings. Appointments well scheduled

in advance are much appreciated and it is expected of businessmen to decline appointment

requests on short notice. Punctuality is different in business and social settings – where one is

expected to arrive 15 minutes later than the mentioned time. Though not strictly monochronic,

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one is expected to be on time, apologize on one’s delay and to inform in advance if the delay

is more than a few minutes. This is in line with the public transportation services in the country

which run a little later than schedule. Business meetings are more structured. The vacation

period for most of the British, especially those with children, is in July and August. 8 national

holidays per year is the lowest in Europe.

Greeting Norms: When one meets someone, a handshake that doesn’t last long and a “How

do you do?” is considered enough. It is the same for women to men meetings as well, but

women are expected to extend their hands first. Use the courtesy titles to address, like Mr. and

Mrs. until one is asked to use first names. Business card exchanges are perfunctory and it is

expected to keep them in the pocket with just a cursory glance. Gifts are usually avoided in the

first meeting (a few organizations prohibit gifts) and conclusion of successful negotiations

provide ideal ground for gifts. Expensive gifts are better avoided as they imply bribes. But gifts

from one’s native country and invitations to cultural or Cricket events are appreciated3.

Wrapped gifts are opened immediately and acknowledged. When one is invited to someone’s

home, appropriate gifts are flowers (white lilies for funerals and red roses for romantic

intentions are to be avoided), wine and chocolates.

Dining Norms: One should expect to be shown one’s seat and eating habits are Continentall4

with fork in the left and knife in the right hand. When these cutleries are laid down in parallel,

it implies one has finished one’s food.

Behavioural Norms: The British are famous for their politeness with many appropriate

niceties and subtleties in their communication, especially the humour. The stiff upper lip and

the subtleties are very peculiar and it would be wise to pay attention to their facial expressions

and gestures and not to attempt at any humour or gestures unless you are very much aware of

3 Business etiquette. (n.d.). Retrieved August 18, 2014 from http://businessculture.org/northern-europe/uk-

business culture/business-etiquette/ 4 UK - Language, Culture, Customs and Etiquette. (n.d.). Retrieved August 18, 2014 from

http://www.kwintessential.co.uk/resources/global-etiquette/uk.html

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it. A few examples are: the V shape made using index and middle fingers (which means victory

in some cultures) means obscenity while tapping twice on the forehead (which means smartness

for some) means stupidity for the British. Personal space is appreciated with scarce physical

touching and maintenance of 2-3 feet distance during personal communications5. Direct eye

contact, but not a prolonged one (as staring is considered rude), with the speaker is expected

and looking away while speaking would mean disrespect. Loud talking is looked down upon

and asking personal questions like someone’s age, weight and marital status is avoided.

National Holiday – Guy Fawkes Night:

Introduction: This holiday, also known as “Bonfire night” and “Firework Night” is an annual

memorial British festival celebrated annually on 5th of November .The event is accompanied

by the ceremonial effigy-burning, lighting of bon-fire and display of fireworks6.

Context: During the rule of Queen Elizabeth I and King James, several laws were enforced

against Roman Catholics. Such atrocities led to formation of small group of 13, led by Robert

Catesby with the belief that violent action was the only answer to all such incidents. They

planned to kill King James and blow up the members of Parliament who enforced all the laws

across England. The King’s forces foiled the plot and captured, tortured and executed Guy

Fawkes, who was guarding the explosives in the cellar beneath the parliament.

Tangible Aspects: Special dishes are cooked on Guys Fawkes day. These include potatoes

cooked on bon-fire (Roasters), a gooey cake mix (Parkin Cake), sausages, toffees and black

peas with vinegar7. Lewes, in East Sussex, is called the “Bonfire Capital of the world”

consistently attracting thousands of people from across the globe every year to participate.

Edenbridge Bonfire Society in Kent, England organizes a torch lit procession each year.

5 England Personal Space & Touching. (n.d.). Retrieved August 18, 2014 from

http://www.culturecrossing.net/basics_business_student_details.php?Id=9&CID=215 6 Guy Fawkes and Bonfire Night. (2011). Retrieved from http://www.bonfirenight.net/ 7 Barrow Mandy. (2010). Bonfire Night in England. Retrieved from http://resources.woodlands-

junior.kent.sch.uk/customs/guy/england.htm

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Expressed Values and Impact8: The mask (ref: Figure 1) is now a symbol of revolt against

tyranny in the modern era. Most rebellious groups with an anarchic mind-frame use this mask

to express dissonance. Warner Brothers earn royalty from Rubies Costume Company which

sells around 100,000 a year worldwide of the Guy Fawkes mask, the top selling mask on

Amazon. The mask and the act of bombing the parliament can now be seen in various media

esp. in movies (V for Vendetta (ref: Figure 2), Sherlock Holmes (ref: Figure 3)), in literature

(Poems: John Milton - Remember Remember the 5th of November, Paradise Lost; Books:

Remember Remember – A Cultural History of Guy Fawkes Day by James Sharpe (2005)) and

in music (Toulose by Nicky Romero (ref: Figure 4)).

Do’s and Don’ts9: The visitors to UK are expected to partake in the festivities such as ‘walking

the Guy’ across streets, bon-fire dinners hosted by locals and singing of rhymes. However, one

must note the history of the festival and that the fireworks are inadvertently meant to celebrate

the execution of a Catholic rebel. It is advisable to exercise caution and be sensitized while

reveling in the festivities10. The masks nowadays epitomize anti-establishment sentiments.

Public endorsement of the same could invite trouble with the authorities11.

Team work:

British companies are prone to develop generalists rather than specialists and thus the British

prefer to be seen as part of the team. Organizations are becoming flat systems and managers

tend to have holistic interest in the project rather than just the assigned roles. The colleagues

address each other through first names which creates companionship in the workplace.

8 Taylor Adam. (2013, Nov 5). How Guy Fawkes Inadvertently Created The Word 'Guy'. Business Insider.

Retrieved from http://www.businessinsider.in/How-Guy-Fawkes-Inadvertently-Created-The-Word-

Guy/articleshow/25248418.cms 9 Adams John. (2013, Nov 4). 10 Dos and Don'ts for Bonfire Night. The Huffington Post UK. Retrieved from

http://www.huffingtonpost.co.uk/2013/11/04/bonfire-night-dos-donts_n_4213134.html 10 Tom de Castella, (2012, Nov 6), Has Halloween now dampened Bonfire Night?, retrieved from

www.bbc.co.uk 11 Philip Moon, (2010, Jul 02), 8 Historic Symbols That Mean The Opposite of What You Think, retrieved from

www.cracked.com

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Leadership Style:

British managers are expected to have excellent team-management skills rather than being

specialized in a particular field. The ability to manage and resolve interpersonal issues facing

the team and a hands-on approach will be highly regarded by the subordinates12. They are

diplomatic, helpful and seek to be fair13. Often the instructions are not given explicitly, but in

an indirect way, showing preference for assistance requests. Managers generally delegate

responsibilities and promote inputs and ideas from team members. More often managers try to

arrive at a win-win solution rather than behave competitively14. Managers can be forceful and

be willing to take independent decisions when necessary.

Cultural Nuances – Implications on Expatriation and HR Management:

In our bid to understand through exploratory research the cross cultural differences and points

to note for expats to UK, we spoke to the following people in our professional circles.

Dr. Dipak Saha, Consultant Radiologist, Basildon University Hospital, Essex, UK

Ms. Mona Shah, Pricing Manager, GlaxoSmithkline, Hounslow, London, UK

The insights yielded can be categorized into two buckets (ref: Exhibit I & Exhibit II)

Expatriation Issues:

Setting up shop & meeting collaborators: The British are adaptable and listen well. While

meeting locals for establishing office, one should send an agenda before-hand as it prepares

them well and allows them to invite someone who is more suited for the conversation. They

note down the action points and send out mails communicating the same. However, no minutes

are drafted. British are used to copy to senior people to avoid critical issues getting unattended.

12http://www.worldbusinessculture.com/British-Management-Style.html 13 http://www.businessinsider.in/24-Charts-Of-Leadership-Styles-Around-The-%20world/articleshow/28479920.cms 14 Taleghani1, G & Salmani, D & Taatian, A. (2010). Survey of leadership styles in different cultures. Iranian Journal of

Management Studies (IJMS) Vol 3. No.3

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Transparency in deals: Most UK companies have an anti-bribery law and are very

transparent. When deals are closed, all legal clauses are applied to check for suitability.

Relationship building: Card exchanges are common. People in business development tend to

be more relationship focused. Functions such as supply chain, marketing and analytics involve

more of task oriented negotiations.

Mannerism: The British expected people to dress up appropriately as per the weather. They

warmth is extended only when the person opposite is not clumsily dressed.

Leading new business: They don’t value charm over other result oriented characteristics.

Those who are not self-absorbed and respect employee autonomy get most support.

Acculturation: South Asians fear that their wards might turn into what they call Coconuts;

brown from the outside and white from within. They make them visit temples, wear Indian

clothing, explain their cultural history and teach them their native language. Sending kids to

birthday parties hosted by local kids and inviting them over food are good ways to assimilate

the best of both cultures in their kids.

Human Resource Issues:

Hiring: The British do not hire people for the short term. Opportunism is low unlike in India.

Too many jobs on the CV are not considered good. This is more valid for the older lot. One

should screen young people while hiring as they think shorter term and mostly live off debt.

Role definition: While on-boarding locals, the company should note that people prefer to work

individually on tasks as it is easier to demonstrate causality in project results. At senior levels,

employee pay is mostly uniform with very few exceptions.

Managerial demeanour: The expected tone is polite. People do not lose patience easily and

managers take extra pains to communicate the problem statement and hand hold juniors if

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required for the initial period. In a team setting, unless asked for one’s view, one is not expected

to express disagreement with seniors in the office.

Conflict resolution: Reporting to HR is a valid recourse, but excessive appealing is not taken

well. Being a low context culture, managers intervene only when work gets affected. If people

have personal grievances against each other, the bosses do not meddle unlike the case in India.

Growth and career progression: Most companies have an upwards or sideways policy. Even

if one does not manage to get promoted, he can experiment with different functions to enrich

his experience. If employees feel they are not benefitting from their current roles, they can ask

for a shift and other superiors are expected to yield to the requests.

Recommendations:

Expansion Typology: The similarity between Indian and English culture over 3 dimensions

hints at lower training efforts to help transition employees. Acculturation is simplified by the

multi-ethnicity of urban England, facilitating an ethnocentric growth model at start.

Business Style: Indian managers should leverage their high context background to augment the

direct communication skills of their English peers. Indians could use the cool temperament of

the British to build relationships in the new market. Due importance to time can help strengthen

work life balance policies. The client should deploy agenda driven discussions to remove flab

in the project management processes. Lastly, Indians could use their collectivistic mindsets to

give a more personal touch to conflict resolution.

Structure: Lower power distance in the UK will eliminate bureaucracy. Since opportunistic job

switching is not endorsed and the up or sideways policy is quite prevalent, the parent can invest

in training. Britishers’ adaptability and preference for team-oriented leadership means that the

client should distribute leadership load among non-pivotal personalities who need to respond

quickly to market dynamics.

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Appendix:

Figure 1 The notorious Guy Fawkes' mask

Figure 2 A poster from the movie V for Vendetta

Figure 3 A still from Sherlock Holmes BBC Network

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Figure 4 A screenshot from the famous video of Toulose by Nicky Romero

Exhibit I: Audio transcript: Ms. Shah

https://drive.google.com/file/d/0BwdXFTlIXW7LcGhFYXJ5WHNab2c/edit?usp=sharing

Exhibit II: Interview excerpt: Dr. Saha and Ms. Shah

• What are acceptable ways of greeting?

We normally greet with “Hello! How are you? How are you doing?”

With common friends, it is mostly slang and goes with “What’s up?”

• What is the acceptable style i.e. direct and confrontational or indirect and mitigated?

What is the acceptable size of email messages?

It is mostly direct; “Are you okay?”

While introducing someone formally, Mr. XYZ, address them by their second name. If it is a

colleague, they use the first name.

• What are acceptable times for sending emails?

In the company, they have a 24-hour timeline on certain issues. In most cases, it depends on

the importance and they always mention how urgent the issue is on the subject line.

Mostly, staff members respond in the evening before they leave; for that reason, they wait for

the mails to arrive during the course of the day.

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• What are acceptable issues for email communications and which are issues that

should not be communicated through email?

They do not use phone calls. If the intended recipient hasn’t read the emails, they’d rather use

instant messaging than ring him/her up. Phone calls are the last resort. Later, they go up the

ladder, reach out to the higher authority / managers and then get response. They make sure

the stakeholders know why you are waiting.

• Are there any differences in emails to superiors and subordinates?

There is no system here. They address the Director too with his/her first name. The tone and

demeanour is the same across hierarchy. Most people joke around with the managers while

making sure certain words are not used.

People do not get annoyed easily. No loud tone. Most Englishmen are patient and they reach

out at least a couple of times to make sure people understand the context and the purpose of

the mails. If that person doesn’t respond well, then a mail to seniors is a written.

• What are necessary table manners regarding greetings, ordering food, handling

food/crockery/cutlery, posture, conversing, footing the bill and related aspects? What are the

absolute don’ts while dining?

If you go out for business meals, you are expected not to pick up food with fingers. The

posture is straight and the speaker faces the person while conversing.

The fork is held with the right hand and knife with the left. Convenience takes importance.

One should not drink water from the wine glass. The main drink should be on your right,

second drink on your left. Forks are of different sizes for different courses of meal. Dessert

spoons are different.

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They normally talk about the day and the life in general. Some questions may be on what

others are working on. They then proceed to the business, discuss and if necessary, close the

deal.

Basic habits must be taken care of. One should not be very clumsy and drop food. One should

not eat too fast or talk while speaking unlike most Indians.

The British are very polite and easily adapt to situations. They will try and keep a distance.

They are not allowed to make judgements on the face. They score high on likeability during

conversations.

• What are acceptable times during the day and occasions for setting up dinner

invitations and what are the preferred ways of communicating an invitation?

For team outing, the organizer generally sends out an email a few weeks before the actual day

of outing. People are asked about their preferences for availability, alternative dates, time and

cuisine.

For one-on-one meetings, text messages or verbal invitations work.

• What are acceptable topics for discussion during dinner meetings?

She recently had a business delegation from Ireland. People talk a lot about personal things

such as who is there in family, for how long have they lived in the city, about the countries

visited and each others’ hobbies. Topics could range from cultural ideas to daily activities to

kids’ ages and their schooling.

• What are the acceptable timings for telephonic conversations? What are some dos and

don’ts regarding the same?

They mostly set the time. In cases where there is a considerable time difference (e.g. while

dealing with Mexicans), she sets calls at 2:00 pm UK time which gives them half a day to

sort things out.

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For tele-meetings, people do not wait beyond 5 minutes. They proceed with all the attendees

after 5 minutes of scheduled time as they believe you are not respecting others’ time.

Accepting meeting requests and not attending the call is not taken well. It demonstrates ppor

time management.

Late arrivals are not taken positively. Managers however, will not scold you. Instead they

will continuously remind you. Ultimately, they’ll copy the manager in the reminder mail.

• What are acceptable times for scheduling meetings? How is the approach to time

management? Are agendas important for the same and how strictly are they followed? What

are acceptable ways of behaviour during meetings and what are the don’ts? How is

preparation for a meeting approached? Is it acceptable to argue with colleagues and superiors

whose views differ from yours?

There is a marked difference how British converse in business contexts. They are adaptable

and yet they know what to expect. For e.g. they’ll oblige when they know they are speaking

to a French and are asked to speak slowly. They need to be doubly sure they understand what

others are trying to convey.

Agenda is sent out before-hand as it prepares them well and allows them to invite someone

else who is more suited for the conversation.

They note down the action points which, after the meeting, are sent out to everyone. No

official minutes are drafted. They make sure to copy to senior people to avoid critical issues

getting unattended.

• What is the correct way to exchange business cards and what are the don’ts?

They had an engineer over at their house. Exchanging cards is quite common and people are

open about it.

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• What are important aspects of office etiquette – arriving and leaving office with

relation to one’s co-employees and superiors, acceptable types of conversation and greetings,

time management, behavioural and leadership traits, dress code, relationships, deadlines,

planning, emotional expressiveness and other related aspects?

Coming late to office beyond 15-30 min of designated time is not considered a good trait.

Most people cannot leave before work hours. Leaving late is okay and they make sure they

apprise the boss about the pending issues. It is a also another way of letting them know of the

work hours.

• What is the nature of relationships between superiors and subordinates in an

organization? Is the preferred management style participative or authoritative? What are

desired levels of transparency in processes within organizations?

Tone across the board is the same. The team leader sits down with the subordinates, shows

them the file with which they are working on. If you don’t understand it, he will come to you

in 10 min and explain 2-3 times.

Raising voice is just not acceptable and most British always smile. Some team leaders are not

so nice and one can report to the HR if not comfortable.

• What are desired traits while negotiating? Which kind of negotiation is preferred –

distributive or integrative?

Most UK companies have an anti-bribery law and are very transparent. If there is a seminar

in another country not a single penny benefit is allowed. When deals are closed, all legal

clauses are applied to check for suitability.

In day to day negotiations, people are quite flexible. E.g. while ordering a pizza; you can

change your order if you wish. People are straightforward and most people negotiate with an

open mind.

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• How is teamwork approached? How are relationships supposed to be among

teammates? How fluid is inter-team movements and communications? What are acceptable

ways of dealing with conflict?

Despite of laws in place and legal recourses, people avoid conflict.

Managers intervene only when the work is getting affected. If people have personal

grievances against each other, the bosses do not meddle. As long as the work gets done,

people are okay. Again, wrong tone and language is not used to resolve conflicts.

Most companies have a upwards or sideways policy. Either you are promoted or you try out

different roles at the same level to give you a breadth of experience.

If you go too many times to HR you are seen as more of a trouble maker.

• Remember to frame everything in terms of what is done and what is ought to be done.

How is inequality and discrimination handled or looked upon in the workplace? How are

gender differences handled in terms of discrimination or inequality in terms of treatment and

opportunities? How acceptable is emotional expression or suppression?

There is no gender, race, religion based discrimination. Her kid studies in a white majority

school, where religious differences in ways and means are taught.

There have been instances of equality/equity based violations. People have anonymously

appealed and inquiries have been set up.

• How are inter-generational differences in outlook and behaviour (the individual way

of thought, feeling and action) handled?

Youngsters are freer, they do not care enough, are not responsible enough; they spend time to

travel and socialize. They get bored with job quickly.

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Senior managers make you feel they care about you. Senior people at workplace are given the

same increment and bonuses. They look after themselves, use work from home, ask for

personal benefits and sometimes come late to the office.

When kids turn 16, they are asked to leave as parents do not want a burden. Kids are not that

attached to families and are sometimes ruthless and hard to control. Seniors do not rely on

them for support.

• How frequently and how much in your experience do employees fear expressing

disagreement with their managers?

Unless asked for your view, you are not expected to express disagreement with seniors in the

office. You cannot disagree and that is not the right thing to do.

One can try doing something else if the tasks were individually assigned. Most decisions are

left to the manager. For example, if the manager says that a meeting necessary, one cannot

deny.

But for individual career progression, if you feel you are not benefitting from the projects,

you can chose to ask for some other assignment. No one can force you to opt for something

you do not like.

• How deeply are personal time, freedom and challenge valued with respect to one’s

job? Are they more or less important than the triad of training, physical conditions of work

and potential for skill usage?

Due importance is given to work life balance. Sometimes it depends on the manager and the

HR as to whether all the benefits of an MNC are passed on.

One can practice personal time and space discreetly.

Success depends on how well you gel with the crowd. People respect you when you make the

extra effort to mingle. There is no system of hierarchy.

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Provided the candidate understands what he/she wants to do and where you want to be, jobs

are mostly fun.

One can put his/her foot down when things are not going right. People listen to you and

respect your abilities.

• How important is planning for the long-term? In case of opportunities arising, do

people stick to their long term plans or alter them to take advantage of opportunities?

Generally, British do not hire people for the short term. They look for people who want to

stay for 3-5 years of which there is learning in year 1 and performance/progress in the

following years.

Opportunism is low unlike in India. Too many jobs on the CV is not considered good. This is

mostly true for the older lot who are family oriented

Younger people think short term. They live off debt, utilize credit a lot. This is in contrast to

India where people get married, save money, wait till both partners earn well.

In UK the expenses are too high, and youngsters are never able to meet ends. House rent,

meat and social outings do not leave them with much savings. They believe in the principle

of save less and spend more.

• How important is performance to rewards and how much is it encouraged over

family? How much is learning encouraged over background?

As mentioned earlier, increments and bonuses are uniform across grades. There are very few

exceptions. People are therefore encouraged to not worry about the nuances of rewards and

devote time to their small nuclear families or social circles.

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• How much are incentives and rewards associated with team performance and

individual performance? How important is loyalty and whether it is rewarded? How

important is risk-taking and whether it is rewarded?

Most incentives are laid on an individual basis. Employees prefer it that way. Otherwise, they

consider it difficult to prove their contribution to the work.

People prefer that their manager allocate task and entrust subordinates with end-to-end

accountability.

• How do they view negotiations? What is the approach like? Is it towards relationship

building or task completion?

When they meet new people, the intention is to build relations. Functions such as marketing

and analytics involve more of task oriented negotiations. Dealing with Supply Chain involves

both. However, new business opportunities involve more of dinners and networking.

• Can you describe you cultural adjustment cycle when you first arrived in the UK?

There was a big cultural shift. She described how when she was looking for a job, it was

winter time and she wore, open toe footwear. Back then, her dressing sense was scrutinized.

The British expected her dress up appropriately as per the weather.

There was learning in the way she saw people talk, take phone calls. She took her own time

to adjust to the systems. The locals, however, supported her in the process. She believes, the

longer you take, the more you start behaving like one of them.

• How was the acculturation process for you? What are some of the things you practice

to retain your own culture?

Her kid is 7 and goes to a school where coloured students are very few. South Asians fear

their wards might turn into what they call Coconuts; brown from the outside and white from

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within. She makes sure her kid speaks in both about Gujarati and English. She takes her to

temples, makes her wear Indian clothes at times, tells her about Rakhi, and teaches her to

play Garba.

On the other hand, in the efforts to assimilate her in the white culture, she takes her to

birthday parties hosted by British families and calls over her local friends for certain

festivities.

• Can you comment on the kind of Leadership Style you or in general the British

prefer? (1 least preferred, 10 highly preferred)

Charismatic / Value Based: 5,

Team Oriented: 8

Participative: 8

Humane Oriented: 7

Autonomous: 9

Self Protecting: 3

They don’t look after charm in their leaders as much as they value transparency. The leader

should be able to manage people well maintaining all senses of equity across race, gender and

religion.