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However, this assumption or allegation that the industry, management and companies are always the same is false. However, the common assumption that societal cultures cause business climates and approaches to management is incorrect (Tayeb 1994). Even the creation of an EU single market that requires the use of common technologies and the same marketing methods for each organisation does not demonstrate any visible cultural assimilation. It is more a case of cultural synergy. 

European managers were raised in long-standing traditions. virtual pa company They are too mindful of their past to ignore their differences for the sake of “Europeanization”. It is possible to have a similar managerialism in Europe. However, this can only be described as a European managerial cultural. The question of how far European managers are able to do some things the exact same way is up to analytical purposes. It wasn’t easy to identify the common characteristics of English managers due to the multi-cultural nature of the United Kingdom. 

However, numerous studies have been carried out to that end. Hofstede (1984), Tayeb (1888) among others, have noted that the English possess a variety of cultural features that have an impact on how they do business. This section will focus on the most significant characteristics attributed to English management. It will also include references to The Body Shop.

 British managers are not formal in their personal exchanges, even if they compare to those of France or Germany. British managers are in a way humanitarians. This is demonstrated by the Body Shop’s use of customer values and ideals to segment its market rather than using technical standards. British consider people to be the point of reference and not systems objectives. “

In Britain, management is about people and not systems, committees, or rules. People are the reference frame” (Barsoux-Lawrence, 1990, page 119). This has resulted in the acceptance of mush by society. Therefore, influence and conjoining can be very persuasive. British managers take great pride in their ability to influence, shape, and decide in informal settings.

They also possess strong political and manipulative skills. British managers tend not to view conflict positively because of this attitude. It is uncommon for managers to be involved in open conflict. Instead of being a tool for correcting deviations, testing ideas, or exercising creativity, it is seen as unintelligently.