Business Etiquette in the UK

Presentation by Ellen O’Brien

International Careers Consultant e.obrien@bham.ac.uk

Seminar guidelines

• Your experience of studying in the UK?

• What was most suprising or most expected?

• Which aspects seem the most challenging to adapt to?

8 Key Cultural Dimensions

Task Focus Strict Time Explicit Communication Achievement is important Egalitarian Emphasis on Individual Tolerant of uncertainty/risk One Rule fits all

Relationship Focus Flexible Time Implicit Communication Status is important Hierarchical Emphasis on Group Preference for Certainty Adapts to the situation

General protocol; first impressions count!

• Be formal and dress smartly. • Act in a reserved manner. • No hugging or prolonged eye contact. • DON’T’S: Chatting and personal discussions during

office hours. Poor quality work. Resource misuse, making personal calls.

• Do not raise personal problems as soon as you join (e.g. asking for time off to get your accommodation, bank account etc

• Load only licensed software after taking permission from the Line Manager. Do not copy software.

• DO be friendly and open. Important to mix with colleagues quickly after starting. A good time to do this is at lunchtimes.

Cultural Attitudes to Time Keeping

Monochronic UK • Good time keepers • Keep to agendas • Form a queue • Focus on one thing at a

time • See events as part of a

sequence • Quick pace

Polychronic Other • Regard lateness as

being OK • Can do several things at

the same time • Do not queue • Relaxed pace • Social relationships more

important than deadlines

Conditions • Expect later starts and finishes than you may be used to • Normal business hours are 9 am to 5 pm, Monday -

Friday, but most full-time employees work more than that.

• Executives typically remain in the office until 7 pm or later, particularly in the corporate sector.

• The British workday has become much more flexible lately with varying work patterns becoming more common.

• Annual leave averages at 22 days per year

Appropriate etiquette

• Coming in late to work is unprofessional

• Most managers are flexible about taking time off

• Holiday must be agreed in advance • Being late for an appointment or meeting is

the height of bad etiquette. Arrive exactly on time or a few minutes before. In case of any delay, call the people concerned and tell them

Communication

Low Context UK/Other • Keep to the point

• Direct and detailed

• Say what they mean

High Context UK • Talk around the point

• Indirect and subtle (vague)

• Avoid offending

• Try not to lose face

Implications • Mixture of direct and indirect communication: Data,

numbers and policy must be clear but

• Feedback and general interaction; usually made as ‘suggestions’ which often confuse. “If you have time you may want to look into that”

• In meetings you must be able to understand others and get your view across. Listen attentively and take notes during discussions.

• Do question, but do not accuse; and do discuss but

do not argue. If you push for answers you will get vague replies.

Appropriate etiquette

• It is considered rude to talk loudly at work or to speak in other

languages. Use English at all times in the office.

• Assuming charge or giving strong opinions is rarely acceptable, better to take a diplomatic approach until you prove yourself.

• Negotiations are subtle, slow-paced and understated. Pay attention to what is said, as well as what is not said. The decision makers may be the ones who say the least during the negotiation sessions.

• The British love to banter. If you are teased, take it in good humour and tease back without insulting anyone.

Language

Oral Other • Spoken word is most

important • Talks things through • Thinks out loud • Use written word only

for record keeping

Literal UK • Values the written

word above all • Tends to think

before speaking

Implications

• Just because an action or idea is discussed don’t assume it will get done.

• More likely to be action if the idea has been written down.

• Meetings are always “minuted” and fed back

into the team and the archives. Even informal peer to peer meetings should result in notes and recorded points of action.

Attitudes to Risk

Risk Avoiders UK • High uncertainty-

avoidance

• Do not like risk

• Dislikes ambiguity

Risk Takers UK/ Other • Low uncertainty-

avoidance • Admire and reward

risk takers • Okay with ambiguity

Implications

• Generally welcome change and are not afraid of making mistakes. Most companies are prepared to ‘give something a go’ with the knowledge if it doesn’t work out they can move on.

• But, other older and more traditional companies may be resistant to change and risk.

• Exception where enterprising skills are needed.

• Many modern companies thrive on being risk takers.

Structure of Society

Individualist ; UK • Loose ties between

individuals in society

• Not highly integrated into groups, e.g. clans, tribes

• Individual responsibility • Value initiative

Collectivist ; Other • Strong ties between

individuals in society • • Highly integrated into

groups, e.g. clans, tribes • • Collective responsibility • Demand loyalty to the

group

Equal opportunities

• The UK office can be a reasonably relaxed, tolerant and informal environment.

• The workplace is very multicultural. You have a diverse range of people from different backgrounds (accents).

• The UK has a strong anti-discrimination culture backed by law. Race, religion, sex, gender and sexual orientation discrimination illegal and socially unacceptable.

• "British people seem to have a strong feeling of

entitlement in terms of work. A reflection of the strict laws perhaps?”

Social interaction

• Everyone fetches his or her lunch. Lunchtime is usually a short and casual, you keep to yourself.

• Those eating out rarely take off for more than an hour.

• Some companies encourage social activities as a means of team building.

• Many companies will hold Xmas parties for staff- in the recession staff more likely to have to pay for themselves.

• Conversations can become personal, humour is seen as positive and relationships frequently switch between that of friends and colleagues depending on the situation.

Expressing Emotions

Neutral UK • Emotionally detached

• Unemotional responses

• Uses logical argument

Emotive Other • Emotional behaviour

• Dramatic

• Openly discuss feelings

• Tactile • Sentimental

Implications

• “They are not keen on emotional displays or showing too much enthusiasm.” Remember the “stiff upper lip.”

• Avoid sentimentality.

• Do not boast about your achievements.

• Do not touch colleagues and especially managers.

• OK to talk about your family occasionally but avoid too much personal information.

• Avoid displaying anger, frustration or grief in public.

Hierarchy

Low Power-Distance UK • Aim for equality

• Try to reach consensus in

decision making

• Bosses are informal and easy to talk to

• Business titles not used in conversation

High Power-Distance Other

• Hierarchical

• Bosses have final say

• Bosses are not easy to

approach

• Use of formal titles

Implications

• UK organisations are prone to having more

structure, processes and hierarchy. This often translates into longer lead times to get things done.

• "In big organisations, organisational levels are much more segregated in the UK. For example, as a Manager your MD wouldn’t know your name even though you are on the same floor,“.

• Call your managers by first name but always defer.

Emphasis on the Individual or the Group?

Individual ; UK

• Rewards, credit, responsibility

assigned to individuals

• Pride in being singled out

• Individual accomplishment and initiative prized

Group ; Other

• Rewards, credit and

responsibilities shared by group

• Uncomfortable at being singled out

• Individual accomplishment and initiative discouraged and downplayed

Implications

• You are responsible for managing yourself to a

degree.

• But you must always consider the impact of your actions on the rest of the organisation.

• Being a good team player is a prime attribute.

• Working on your own and using your initiative also key.

Task Focus V Relationship Focus

Task: UK • Get down to business

quickly

• Achieve goals

• Get things done

• Keep friends and colleagues separate

Relationship: Other • Establish relationships

• Build interpersonal

relationships so that the job can be done

• Mix work and private life

Task focus

• You should spend most of your time at your desk.

• Avoid spending time chatting with colleagues in work hours.

• Always meet deadlines unless you have a good excuse, you may have to work in your free time if time is running out on a project.

• Ensure relevant people know where you are with your project.

• Make sure all work you submit is proof read and exact.

Achievement/ status

• Be modest in interactions, and downplay your knowledge and expertise. Let your accomplishments speak for themselves.

• • Acknowledge your mistakes and seek solutions.

• Be proactive - this gives you the highest brownie points.

• Giving suggestions, helping others beyond your scope helps you

to gain respect and appreciation.

• Remember that the British respect people with opinions, even if those opinions conflict with their own.

“They are great at reward and recognition”

Top Tips • https://www.youtube.com/watch?v=q

AnXZaDlvkI

• How should you respond to and deal with cultural confusion? Discuss….

Resources • Richard D Lewis; When Cultures Collide. Nicholas Brearley International. 3rd

Edition 2006

• Geert Hofstede, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations: Software of the Mind. 3rd Edition, McGraw-Hill USA, 2010

• Hall, Edward T. The Silent Language. Greenwich, CT: Fawcett Publications, 1959

• Essential Business Culture Guides over 30 countries • http://www.executiveplanet.com/index.php?title=Main_Page •

Read more: Cross-Cultural/International Communication http://www.referenceforbusiness.com/encyclopedia/Cos-Des/Cross-Cultural-International-Communication.html#ixzz1nJWIDWhQ

• Guides to over 30 countries; • http://www.executiveplanet.com/index.php?title=Main_Page

Visit / join us • www.intranet.birmingham.ac.uk/careers

• www.intranet.birmingham.ac.uk/careers

/international

• http://www.linkedin.com/groups/Careers-Networking-UoB-International-Students-4515645?trk=myg_ugrp_ovr