This study is orientated to German Managers and employees and tries to show and explain the differences between business customs of these two countries. The reason is the importance of the trade between Germany and Argentina and that these numbers with more cultural awareness maybe could be increased. First, a “model” of the typical Argentinean is made in Chapter 2. This includes some stereotypes, but this is inevitable for this work. It is assumed that the typical Argentinean will rarely deviate from this inherit pattern. The attitude towards leadership, time, task orientation, etc. is examined. On this basis in Chapter 3 different situations in business between these cultures are explained: How should a German manager in Germany handle and work with employees from Argentina? How can a German manager work successful in Argentina with a group of Argentineans? What considerations are necessary for a successful contract negotiations?
A short summaries finalies the work.
Table of Contents
1. Introduction
2. The Argentinean model
2.1. Categorization of the two cultures
2.2. Relationship employer to employee
2.3. The view of time in Argentina and Germany
2.4. Negotiation and the establishing of compromise
2.5. Entertaining the different cultures
2.6. Verbal and nonverbal communication
2.7. On the job actions
3. Appliance of the results
3.1. Guideline to work with employees from Argentina in Germany
3.2. How to lead an Argentinean project group in Argentina
3.3. Successful negotiations with Argentinean business people
4. Conclusion
Research Objectives and Themes
This work aims to provide practical guidance for German managers and employees to navigate the cultural differences inherent in business communication with Argentina. The primary research question focuses on how German business professionals can improve trade efficiency and relationship building by adapting their management styles to the Argentinean "multi-active" and "dialogue-oriented" cultural framework.
- Analysis of cultural models comparing linear-active (German) and multi-active (Argentinean) behaviors.
- Examination of workplace dynamics, including leadership, authority, and time management.
- Development of practical guidelines for managing Argentinean personnel and project groups.
- Strategies for successful negotiation and maintaining long-term business relationships in the Argentine context.
Excerpt from the Book
Negotiation and the establishing of compromise
Negotiation with Argentineans or Latins in general should be done under the following considerations: In opposite to most of the European countries or the U.S.A. have Argentineans not the same objectives in negotiations: Their goals have the following ranking: 1. National honor 2. Personal prestige of the group or the chief negotiator 3. Long term relationship (with the other party) 4. Current deal
Acknowledging this means understanding that the negotiation can take long and that the results achieved still can be changed (because of the long term relationship, which should be more valuable than written or spoken words). The whole process is more “brainstorming” then negotiation. The most important goal in the negotiation with Argentineans should be the establishing of trust, showing respect and friendship. A slow process is better than the attempt to rush through. Also the Germans have to be careful with their direct way to ask and to criticize. In opposite to many other cultures they ask directly what they want, the don’t camouflage the intention.
Summary of Chapters
1. Introduction: Outlines the purpose of the work, which is to provide guidance for German managers working with Argentineans, emphasizing the importance of understanding cultural nuances to improve trade relations.
2. The Argentinean model: Explores the fundamental cultural differences between German "linear-active" and Argentinean "multi-active" behaviors, including views on time, workplace hierarchy, and communication.
3. Appliance of the results: Provides practical strategies for managing Argentinean employees in Germany, leading project groups in Argentina, and conducting successful negotiations by adjusting to local business customs.
4. Conclusion: Summarizes the key findings and reiterates that success in Argentinean business contexts relies on relationship building, personal trust, and a flexible approach to management.
Keywords
Intercultural management, Argentina, Germany, Business communication, Multi-active culture, Linear-active culture, Negotiation strategy, Leadership, Relationship building, Project management, Porteno, Machismo, Business customs, Cultural awareness, Trade relations.
Frequently Asked Questions
What is the core focus of this research?
The research focuses on analyzing the cultural differences between German and Argentinean business styles to provide actionable advice for German managers operating in both countries.
What are the primary cultural themes examined?
The key themes include the contrast between linear-active and multi-active societies, the influence of hierarchy and nepotism, and the preference for dialogue-oriented communication over data-driven processes.
What is the ultimate goal of the study?
The goal is to facilitate more effective business communication and successful trade outcomes by helping German professionals adapt to Argentinean values such as personal prestige, honor, and long-term relationships.
What scientific approach does the author use?
The author uses a comparative analysis method, creating a cultural "model" of the typical Argentinean to highlight disparities with German corporate habits and providing solutions based on these observations.
What content is covered in the main body?
The main body details the behavioral characteristics of Argentinean employees and leaders, and provides specific rules for integrating Argentinean staff in Germany and managing projects effectively within Argentina.
Which keywords best describe the work?
Key terms include Intercultural management, Business communication, Negotiation strategy, Dialogue-orientation, and Multi-active culture.
How does the "manana-attitude" affect professional expectations?
The "manana-attitude" implies that schedules are not absolute and tasks are prioritized based on relationship needs rather than strict deadlines, which requires German managers to be more flexible.
Why is maintaining a personal relationship critical in Argentine business?
In Argentina, business trust is linked to the individual rather than the company or the deal itself; therefore, long-term personal rapport is seen as more valuable than written contracts.
- Arbeit zitieren
- Armin Gruwe (Autor:in), 2004, Intercultural management in Argentina / Business Communication, München, GRIN Verlag, https://www.hausarbeiten.de/document/33364
