Cultural Differences in Doing Business Between the Netherlands and Uk

2143 Words Mar 22nd, 2014 9 Pages
Cultural differences in doing business
A comparison between The Netherlands and The United Kingdom

Introduction. Facts and figures. 2 Business structure 3 Meetings 5 Team work 7 Communication styles 8 Dress code 10

Introduction. Facts and figures.

The purpose of this research is to find the differences in business culture and behavior of The Netherlands and The United Kingdom. The similarities are much more numerous than differences, but there are interesting particularities. Both these countries have a very high rate of employment in services (74% in The Netherlands and 78% in the UK) which presents a closeness in terms of having an economy highly influenced by personal relations but the dissimilarities appear when
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The board is comprised of members who are not on the payroll of the company itself and are in charge of overseeing the company’s direction, appointing the management board and finalizing annual accounts.
The Dutch are also said to be the only people which don’t view the manager as a boss per-se, and has been apparently very lucrative for them as the idea of creating and imposing policies from afar with as little consultation as possible is something that has provided remarkable results for them. The manager will seldom if ever take an authoritarian approach to leading his team and he would rather be seen as an influential colleague. For people coming from hierarchical cultures, it may seem as if the boss is not shown respect, which is not the case.

Communication must be as transparent as possible, as any reticence to pass on information to colleagues and upper management is seen as a grave offence. Bosses look for input from every member and must show respect for every idea.

In The United Kingdom, you have the board of directors, which is the actual backbone of the company, having all essential decisions being made through its accordance. All the PLCs (public limited company) are steered by a minimum of two directors who only answer to the shareholders. The board is lead by the CEO.
Unlike the Dutch, most of the British big companies have “non-executive” directors, which have the role of acting as an outside impartial expert. It is a known fact that

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