Main Cultural Differences Between Arab and Us Managers

ISCTE crop OF way COMPARATIVE INTERNATIONAL MANAGEMENT Similarities and Differences between Arab and American Managers Predominant Characteristics 1 2 3 Leadership trend Arab Stereotype Egalitarian, emphasis on colleague approval and gain individualized acceptance. informatory Ritual, display a high craved for long-term relations, affective, e. g. , appeals to emotions and feelings, concession seeking. Hard deed is a virtue in the lightsomeness of the needs of man and the necessity to usher equilibrium in ones various(prenominal) and friendly life. Family and work be the middle of life. necessary to avoid chaos and to build a family-type environment.American Stereotype Materialistic likes wheeling and dealing, emphasis on opportunities to get ahead. Participative Direct, seeking short-run relations, emphasis on facts and logical analysis, concessions are made on occasion. Decision flair Negotiation Style 4 maneuver Orientation Hard work is a virtue by itself, work is the center of life. 5 Attitudes Toward Organizational Authority chief(prenominal) to the extent that it facilitates work, less emphasis on graded relations and rules. Impersonal, emphasis on results, thriving on competition, gamesmanship, calculated risks, and maneuvering, documentation is exceedingly valued.All directions written, routine, formal, engages in manipulation of facts, which is reassert through the manipulative flexible ethics. length of service increases in remuneration are non as effective as merit, inducing awards, opportunity for advancement, and money is extremely classical because its the name of the game. 6 Business choose passing personalized, emphasis on honesty, righteous aspects, and verbal commitment, documentation is not highly regarded. Face-to-face, informal, urgent, emphasis on human interest, and examine actual case studies or examples of how programs engage benefited the people.Accept longevity and seniority oriented pay increases, emphasis on recognition by the superior for a good phone line by the group and personal step-up as a part of existence . Motivation comes from social relations, interpersonal transactions, classless value, and opportunity to get paid for dowry other. Informal, generally judgment based, emphasis on human relations aspect of the individual performance. Highly subjective, selection depends on personal contacts, nepotism, regionalism, and family name. A sign of something is going wrong, utilise only in crisis situation. 7 confabulation System 8 Reward Systems motivational System Motivation comes from high achievement, hierarchical advancement and material gains. 10 exploit Appraisal A goal-oriented and wrapped into the organizations mean system, generally objective-based and emphasis on quick feedback. Relatively objective, standard developed, merit and implement are considered. 11 Recruitment of force-out Use of Management Consultants 12 Highly regarded and used frequently. Abbas Ali (1988) A CROSS-NATIONAL PERSPECTIVE OF managerial WORK VALUE SYSTEMS In Advances in International Comparative Management, Vol. 3, pages 151-169. 5