JAPAN –

The most important concept to grasp is that of the overwhelming importance of personal
relationships within the business cycle. Of all the business cultures of the world, Japan is one
of those most strongly rooted in the concept that relationships should come before business,
rather than business being more important than personal considerations

Japanese companies, like Japanese society, are hierarchically organised with individuals
knowing their position within a group and with regard to each other. It is this sense of
belonging to the group that gives Japanese companies their strength and purpose. Group
orientation and team working are not merely concepts and phrases in Japan but a way of life
which permeates all aspects of corporate life at all levels.

Japanese hierarchy is based on consensus and co-operation rather than the top-down decision
making process which often typifies western models of hierarchy. This means that people feel
actively involved and committed.

USA –
In the States everything is quantified and assessed. All processes, even down to such issues
as HR and Training are analysed in a detailed manner and the results of this analysis carry
weight with decision makers.

This 'scientific' approach - the constant search for better, more effective methods - has led to
a business environment typified by the presence of change as a constant factor. The most
common response to a changing environment is realignment of the organisation and this, in
turn, has produced a work force in a state of constant flux. People leave, are fired or made
redundant and then reappear in another organisation. This sense of employee mobility should
not, however, be equated with a lack of loyalty to the employer for whom you are currently
working. Whilst working for the company you put everything into the job and are totally
committed.

Firstly, the company is an entity in its own right and exists independently from its employees.
Members come and go, perform necessary tasks at particular points in the life cycle of the
company and then leave when no longer required for the wellbeing of the organisation. The
relationship between employer and employee is a transactional one — where relationship and
sentiment are a luxury which cannot be justified.

Secondly, the CEO of an American organisation holds great sway within the company. Senior
management is more embedded in the personality at the top than in some other countries,
such as Germany, where senior management is collegiate in approach. Although the company
will have a Board of Directors, the Board is highly unlikely to have any input on the day-to-day
running of the company which is left very much in the hands of the CEO who stands or falls on
results.

Thirdly, accountability within the company tends to be vertical and easily observable.
Americans like to know exactly where they stand, what are their responsibilities and to whom
they report

SAUDI ARABIA –

Western business culture makes a strong separation between work and religious belief. Even
very devout Christians would be loath to invoke divine scriptures or mention the will of God in
a typical business encounter. However, when doing business in Saudi Arabia (and elsewhere in
the Gulf), it is important to bear in mind the all-pervasive nature of the influence of Islam.

Life and business as an important aspect of life, are governed by the prescriptive tenets of a
religion which forms the backdrop to society. Nothing happens which has not been willed by
God. If a deal comes off it is due to the will of God, if it fails it was not meant to be. Thus, a
sense of fatalism and a resulting lack of urgency are often quoted by business people from
non-Islamic cultures as being the over-riding impressions of a trip to Saudi. The oft-quoted
Arabic phrase, In Sha Allah, (if God wills it) represents a deeply rooted belief in the unending
activity of a Supreme Being, rather than an excuse for inactivity or lack of motivation.

The observance of religious ritual takes precedence over all other aspects of life and prayer
punctuates the business day. Meetings' discourse contains numerous references to God and
His Prophet Mohammed and offices display numerous Koranic texts.

Do not underestimate the deep conviction of your Saudi contacts and do not imagine that
reference to religion is in any way a ploy or insincere.

As might be expected in a culture where organisations are run along strongly hierarchical
lines, managers tend to be very instructional in their approach. Subordinates view it as the
boss' role to take decisions and to convey those decisions down the chain for implementation.
However, the leader will often include his group in a consensus-style discussion with the final
decision being taken by the leader.

One of the by-products of the belief that leaders lead and followers follow is that those things
which are not specifically requested are likely to remain undone. It is, therefore, imperative
that all instructions given should be clear, unambiguous and complete.

It is important to the boss that his position is respected and subordinates may show extreme
levels of deference. It is of course important to remember that this deference is probably not
only being shown to the organisational position of the boss but also to his family status, class
connections and age.

SINGAPORE –

Indeed the Singaporean government, which is known for its pragmatic approach to governing,
places tremendous importance on the maintenance and promotion of what it views as being
solidly Asian virtues. Thus, the excesses of western liberalism (including totally inclusive
democracy) are expensive luxuries which should be resisted in order to further the corporate
good of Singapore Inc. This autocratic style (redolent of Confucian thought) has resulted in
tremendous economic benefits for the country, as well as the social benefits of low rates of
crime and lack of poverty.

It is this constant balancing act between benefiting from Western-style business practices,
whilst at the same time holding on fervently to traditional Asian values, which is at the heart
of the fascination of Singapore and which will be analysed further in the rest of this piece.

Do not be fooled by the veneer of Anglo-Saxon business ethics - relationships still come very
firmly before business and, therefore, as in the whole of Asia it is imperative to understand the
necessity of relationship-building and maintenance.
As in all Asian countries, organisational structures tend toward the hierarchical. Many
Singaporean companies originated as family-run businesses and this adds weight to the push
for respect for seniority. The CEO of a family business will tend to be the oldest male family
member working at the organisation with other senior employees also being family members.
(Obviously these family ties and influences are not a factor when dealing with MNC's working
out of Singapore.)

Thus, within traditional Singaporean organisations, all key decisions will be made at the very
senior levels, with those decisions being delegated down the chain of command for
implementation. It is not expected that the middle tier will openly disagree with senior
management, as this would infer lack of respect. It is, therefore, important to ensure the right
level of contact within an organisation if influence is to be brought to bear on the decision-
making process. It is also important to ensure that senior people are dealt with by contacts of
similar status. Do not insult by sending in more junior, younger staff than are introduced to
you.

Outside the traditional, family-run Singaporean organisation, a whole host of structural

approaches can be found - especially in the MNC world and Singaporeans have proved
particularly adept at adapting to these differing models. It is often advisable to do some in-
depth research prior to interfacing with a company in Singapore in order to find out exactly
what type of beast you will be dealing with and thus be able to plan your approach
accordingly.

http://www.worldbusinessculture.com/countries/business-with-other-countries.html