1. Business Etiquette in the UK
Presentation by Ellen O’Brien
International Careers Consultant

2. 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?

3. 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
These cultural dimensions offer us a model or framework through which we can try to understand the diversity of people’s culture and the reasons different people may view the world from a completely different perspective on some (although probably not all) issues

4. 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.

5. 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
American Edward hall studied corporate, or working cultures and he identified 2 key polarities in relation to time keeping and communication.
Monochronic cultures –where things happen in strict sequence and
Polychronic cultures -where timetables and priorities are endlessly juggled and changed
Play how late can you be?
Germany 30s
Japan 2 min
UK 5 min
India
30 min
Africa – on the day is good!

6. 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

7. 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

8. 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
Low Context - (direct / detailed)
High Context - (indirect / subtle)
Low context communication is spelt out in detail
High context communication is subtle and oblique

9. Implications
Mixture of direct and indirect communication: Data, numbers and policy must be clear
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.

10. Appropriate etiquette
It is considered rude to talk loudly at work or to speak in foreign 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.

11. 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

12. 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.

13. 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
Geert Hofstede at Dutch theorist who added to Hall’s definitions

14. 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.

15. 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
Geert Hofstede

16. 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?”

17. 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.

18. Expressing Emotions Neutral UK Emotionally detached
Unemotional responses
Uses logical argument
Emotive Other
Emotional behaviour
Dramatic
Openly discuss feelings
Tactile
Sentimental

19. 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.

20. Hierarchy Low Power-Distance UK High Power-Distance Other Hierarchical
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
Dutch Geert Hofstede has added new polarities related to different countries working culture to the ones devised by Edward Hall already mentioned.
Low Power-Distance cultures encourage bosses to listen to subordinates where
High Power-distance cultures encourage superiors to exert power

21. 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.

22. 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
Students are expected to take individual responsibility for study, completing their work on time, looking after themselves. They need to be self-organised to met deadlines etc
Within this dimension is one of the keys to our attitudes towards plagiarism
In referring to the idea of having to give references for each idea you have absorbed from elsewhere a Kenyan student says:
‘You know… these individualistic societies….every single thing has an owner. Very different from us’ Kengi, Kenya, p30
Example of an American manager in a Japanese factory singling out a member of a team for special commendation –the effect was to embarrass the individual, cause resentment in the group. Both the individual and the group would have welcomed commendation for the Group.

23. 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.

24. 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
UK –may take more ‘task’ approach, particularly for study
Relationships with tutors may feel more task-focused.
Some socialising outside of study but there may be limited opportunities for this!
This may have an effect on how we work in groups (an important part of HE study in the UK). Do you want to press on with the task you have been set or establish good working relationships with your group? Can you establish those ood relationships by just getting on with the task and seeing how this goes?

25. 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.

26. “They are great at reward and recognition”
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”

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

28. 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
Read more: Cross-Cultural/International Communication
Guides to over 30 countries;

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