"When Cultures Collide" First Published in 1996 and Now in Its Third

OVERVIEW
This paper showcases 4 different types of Management style and I

noticed that each countries style are depending on their culture and
trait.There might be a lot of differences but I know that they are using
the management style that are best for their company and for the
economy of their country.
Different cultures can have radically different leadership styles, and

international organizations would do well to understand them.
British linguist Richard D. Lewis charted these differences in his book
"When Cultures Collide" first published in 1996 and now in its third
edition, and he teaches these insights in seminars with major corporate
clients.
Lewis acknowledges the risks of dealing in stereotypes: "Determining

national characteristics is treading a minefield of inaccurate assessment
and surprising exception. There is, however, such a thing as a national
norm."
He argues that these patterns won't change any time soon: "Even in
countries where political and economic change is currently rapid or
sweeping, deeply rooted attitudes and beliefs will resist a sudden
transformation of values when pressured by reformists, governments or
multinational conglomerates."
Canada
Canadian managers are not expected to manage in an authoritarian or paternalistic
manner but are, nonetheless, expected to be decisive.Management style could be
characterized as informal and friendly with managers preferring to be seen as ‘one
of the guys’ rather than as an aloof figure who stands apart from everybody else.
Managers will consult widely when a decision is called for and expect input from all
concerned parties. The final decision remains, however, firmly with the manager and
quick decision-making is respected by all. Failure to consult widely could lead to a
feeling of dissatisfaction amongst team members who will feel that the manger is
acting in a dictatorial manner.
The manager is not necessarily expected to be the most technically competent

person in the team but will be judged more on his or her ability to manage the
resource which is the team — interpersonal and man-management skills are
considered of vital importance.
The business set up in Canada is egalitarian and to ensure successful cross cultural
management it is important to remember to treat each and every person with equal
respect and deference.
Intercultural adaptability relies on this understanding that in Canada there is a sense

that all people in the organization have an important role to play and are valued for
their input. Therefore, in this culture, managers won’t lose any respect consulting
other employees over decisions.
Singapore
A general finding is that the Singapore-Chinese management style, much like its
governance, is built on authoritarian leadership. This implies a vertical hierarchy,
with a proper distance kept between superiors and subordinates. It is often the case
that subordinates sometimes have little or no access to the ‘top boss’ but have to
pass messages and ideas through those immediately above them in hierarchy.
Communication patterns are thus more disciplined and autocratic in nature.
As befits a hierarchical structure, managers tend to be older which in itself lends

them an air of authority.As in the rest of Asia, age still implies wisdom and people
will be more comfortable dealing with an older manager than a young whizz-kid.
Managers delegate decisions to their teams and expect the decisions to be overtly
respected. This does not mean, however, that the rationale behind the decision is
never debated – it is merely that any dissension is likely to be aired in a more
private manner than in the full plenum of an open meeting. (This, again, may not
hold true when dealing into a Singapore-based MNC.)
As in all basically Confucian business cultures, the manager expects to be respected

and obeyed and in return for loyalty and dedication to the cause will show a much
more holistic interest in the well being of his team. This includes an almost paternal
regard for many aspects of a subordinates life. The manager’s relationship with the
team does not necessarily finish at the end of the working day.
Outside family ties, promotion will be based on merit and performance criteria rather
than connections. The performance criteria may, however, differ from those in the
West and top of the list may be the ability to create a harmonious team in which
people feel at ease.
United Kingdom
The management style of the UK and Ireland is typically seen as casual leadership.
Managers are both diplomatic, helpful, and willing to compromise, while
simultaneously are capable of being be ruthless when necessary. Traditional beliefs
are central to this management style, however, which can result in a failure to
comprehend differing values in others.
As has already been pointed out, British managers tend more towards generalisation
than specialisation. The proposition that the manager needs to be the most
technically competent person would receive little support in the UK.
Therefore, pure academic education is afforded much less respect than in other
countries (notably Germany and France) and the emphasis is on relevant experience
and a hands-on, pragmatic approach. Titles such as Doctor or Professor are rarely
used outside academic circles and can even be seen a sign of affectation.
Much more emphasis is placed on the man-management skills needed to produce

the best results from the team. A manager is expected to have the interpersonal
skills to meld a team together and it is this ability as a fixer which is highly regarded.
Modern managers often want to appear as a primus inter pares, cultivating a close,
often humorous and overtly soft relationship with subordinates. This seeming
closeness should not, however, be mistaken for weakness on the part of the boss –
when difficult decisions need to be taken, they will be taken.
The British find it difficult to be direct and British managers often give instructions to
subordinates in a very indirect way, preferring to request assistance rather than to
be explicit.
The culture and system that operates within the UK’s businesses is a barrier to
engagement, business leaders said, quoting outdated styles of leadership and the
system’s focus on short-term results as problematic. Some also believe that
hierarchy within organizations prevents honest conversations between employees
and management.
Malaysia
People wishing to manage others effectively in Malaysia need to be aware of certain
critical issues, which may vary enormously from their own country of origin.
Firstly, as an hierarchically oriented country, managers are expected to be people

who are viewed as being worthy of respect and this respect is based rather on
personal attributes than on more task-oriented matters. People are worthy of
respect if they are older and have the wisdom that age brings. People are also
worthy of respect when they show respect to the face of others. Therefore, the
manager should never do anything to make a subordinate lose face. Reprimands are
often best done through the use of a third party. It is also difficult to respect those
who are overly direct – vagueness and diplomacy are an art form, whereas
directness can be construed as uncivilised and uneducated behaviour.
The manager is also expected to take a holistic interest in the well-being of the
subordinate – both in work and outside. The relationship could be construed as
being more like father and son than the western view of boss and subordinate.
Secondly, as basically group-oriented in approach, people like to feel part of a team

and expect individual aspirations to be sublimated to the group needs. Managers
should foster this inter-group co-operation rather than try to set up inter-group
competitiveness which will lead to lack of harmony and therefore unhappiness.
The leadership style of Malaysian managers has been different from our Western
counterparts due to strong
cultural differences. However, with the advent of knowledge economy and the
transformation of workforce, leadership style of Malaysian managers is said to be
altered.
Job Title : Environmental Lawyer
Classification : Full time employee
Department/Division : Associate Department
Location : Ayala Avenue,Makati City
Pay Grade : Regular Pay plus bonus
Job Requirements
A. Summary of Position
- Represent clients in legal issues such as in clean technology, water law,
climate change law and the management of land subject to native title and
other public land.
- Work with environmental case law and legislation to represent various
environmental interests.
- Represent clients in environmental matters, advocate for development in
environmental policy and law as well as write academically on environmental
law.
B. Job Duties
- Communicating with clients to learn about their legal needs and concerns
and providing them with advice.
- Developing strategies to resolve cases favorably and cost-effectively for
clients.
- Explaining legal options to clients and bringing possible outcomes or threats
to their attention.
- Building relationships with clients based on trust.
- Developing arguments and representing clients in criminal and civil legal
proceedings.
- Preparing legal documents, such as contracts, dispositions, and pleadings,
accurately and in a timely manner.
- Staying informed about current legislation, especially concerning legal
specialties.
C. Reporting Structure
- Must be always present at monthly meeting
- Report to the Partner Lawyers
- Have the choice to present the monthly operations of data
Employee Requirements
A. Education and Working Experience

- Bachelor's degree in a related field.
- Juris Doctor degree from a Philippine Bar Association accredited law school.
- Admission to the bar in the state
- Experience or expertise in Environmental Law
B. Skills and Aptitudes

- Commitment to abiding by local, state, and federal laws and behaving
ethically.
- Ability to work independently or with a team of attorneys to develop the case
strategies.
- Strong critical thinking, interpersonal, public speaking skills.
- Ability to negotiate, research, and communicate verbally and in writing
effectively.
- Adaptability and attention to detail.
C. Environment and Physical

- Can work under pressure
- Can maximize work
Success Factors:
A. Operation
- Increase in production rate by 37% in the first year
- Decrease in waste of materials and resources by 55% in first year
- Increase in case won
- Able to attract clients
B. Grow Sales
- Boost more than 28% of sales
- Increase of referral sales rate from 25% to 41%

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OVERVIEW

This paper showcases 4 different types of Management style and I

Different cultures can have radically different leadership styles, and

Lewis acknowledges the risks of dealing in stereotypes: "Determining

The manager is not necessarily expected to be the most technically competent

Intercultural adaptability relies on this understanding that in Canada there is a sense

As befits a hierarchical structure, managers tend to be older which in itself lends

As in all basically Confucian business cultures, the manager expects to be respected

Much more emphasis is placed on the man-management skills needed to produce

Firstly, as an hierarchically oriented country, managers are expected to be people

Secondly, as basically group-oriented in approach, people like to feel part of a team

A. Education and Working Experience

B. Skills and Aptitudes

C. Environment and Physical

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