What are some important cultural differences between the Poles and the U.S. expatriates?
A major cultural difference that stands out between the Poles and U.S. expatriates is the degree of individualism and the role each play in business. American mangers expect and promote employees to make decisions on their own and to take the initiative to create new ideals and bring value to the company. Polish employees need more structure and clear directive to complete each task and function of a job and expect mangers to lead them. Another important cultural difference can be seen in the way managers are selected. U.S. mangers are expected to earn their job titles and promotions are considered rewards for the hard work they put in throughout their …show more content…
This sheds light on why promotions or evaluations are based on how trustworthy an employee may be. Also, this may explain the dislike for work and disparity. Hofstede’s model also shows Poland is a very high uncertainty avoidance country. Poles tend to be more rational, this may explain why seniority and age is considered a trait for being a manager. With age comes experience and Poles view seniority as criteria for promotions. While viewing the 7d model, Poles scored higher than U.S. under the neutral dimension, illustration the Pole’s level of formality. The more neutral the culture the more controlled people tend to act; holding back feelings and thoughts. However, the U.S scored higher in the achievement dimension, viewing experience, knowledge, and other achievements as ways to move up the corporate ladder, while Poles prefer seniority. The Poles unwillingness to mix work with other non-work activities like family time, may explain their high score on the specific …show more content…
Since the Poles view age as an important aspect on the job and as means of advancement, younger mangers should show respect will giving instructions to employees. Part of showing respect would be showing a degree of formality by using titles. While U.S. managers maybe comfortable with using first names, older Poles expect proper titles. Expatriate managers should find ways to develop trust, suggestion boxes, open meetings, and more listening to employees. A good way to earn trust can be to respect the Pole’s preference to separate their work lives from their private lives. Lastly, team work issues, take it slow. Do not force Poles, guide and train slowly into teamwork
A major cultural difference that stands out between the Poles and U.S. expatriates is the degree of individualism and the role each play in business. American mangers expect and promote employees to make decisions on their own and to take the initiative to create new ideals and bring value to the company. Polish employees need more structure and clear directive to complete each task and function of a job and expect mangers to lead them. Another important cultural difference can be seen in the way managers are selected. U.S. mangers are expected to earn their job titles and promotions are considered rewards for the hard work they put in throughout their …show more content…
This sheds light on why promotions or evaluations are based on how trustworthy an employee may be. Also, this may explain the dislike for work and disparity. Hofstede’s model also shows Poland is a very high uncertainty avoidance country. Poles tend to be more rational, this may explain why seniority and age is considered a trait for being a manager. With age comes experience and Poles view seniority as criteria for promotions. While viewing the 7d model, Poles scored higher than U.S. under the neutral dimension, illustration the Pole’s level of formality. The more neutral the culture the more controlled people tend to act; holding back feelings and thoughts. However, the U.S scored higher in the achievement dimension, viewing experience, knowledge, and other achievements as ways to move up the corporate ladder, while Poles prefer seniority. The Poles unwillingness to mix work with other non-work activities like family time, may explain their high score on the specific …show more content…
Since the Poles view age as an important aspect on the job and as means of advancement, younger mangers should show respect will giving instructions to employees. Part of showing respect would be showing a degree of formality by using titles. While U.S. managers maybe comfortable with using first names, older Poles expect proper titles. Expatriate managers should find ways to develop trust, suggestion boxes, open meetings, and more listening to employees. A good way to earn trust can be to respect the Pole’s preference to separate their work lives from their private lives. Lastly, team work issues, take it slow. Do not force Poles, guide and train slowly into teamwork