Our first night of international market culture presentations included projects on India, Sweden, Ukraine, Ireland and Japan.
Each culture was presented by a nationality of a completely different origin.
A team of Filipinos described the rigid and authoritarian rule in India. Meetings last many hours behind closed doors in India. In group discussions, only the most senior persons may speak even if the rest of the group disagrees. Never shake hands with your left hand, which is considered unclean in India.
Two Brazilian classmates discussed Sweden. Swedish businesses take some of the highest risks. Sweden has flat, decentralized organization structures and is more concerned with a cooperative and friendly work atmosphere. Swedish managers allow employee freedoms, and are more conservative to the environment.
Two Colombians examined the Ukraine, with its warmer and more emotionally open culture. Then again, the Ukraine is highly authoritarian and bureaucratic. Job vacancies in the Ukraine specify the acceptable age range for applicants. Also, Ukranians are more focused on oral communication.
A Mexican couple presented Ireland. Once a poor country, the Celtic Tiger is now host to many multinational corporation operations including those of Dell, Intel and Microsoft. Ireland's culture has a decentralized power structure, high emphasis on taking care of an individual's immediate family, a strong focus on earnings and promotion, as well as a willingness to take on risk.
An Indian gentleman and a Chinese lady presented Japan. Like Ukraine, at work the focus is taking care of fellow group members rather than individual competition. Working in Japan is highly stressful due to the emphasis on earnings and promotion. Yet the Japanese are highly adverse to risk.
