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Cross Cultural Management Guide - Australia

 

What will you Learn in this Guide?

 

In this guide, expatriate managers will gain an understanding of a number of key cross cultural areas when working in Australia:

  • Hierarchy
  • Face
  • Harmony 
  • Leadership style
  • Time and scheduling 
  • Communication style and; 
  • Negotiation style 

 

Gaining an Expert Understanding:

Once you've read this guide, ensure the success of your Australia business venture by: 

  • Taking part in a two hour live webinar, customised to meet your unique needs, with one of our Australia country and culture training experts or;
  • Contacting us in respect to our Australia consultancy services. 

 

Being a Manager in Australia

The business set up in Australia is egalitarian and to ensure successful cross cultural management and intercultural adaptability, it is important to:

  • Remember to treat each and every person with equal respect and deference, regardless of their role. 
  • Understand that in Australia there is a sense that all people in the organization have an important role to play. Therefore, in this culture, managers will lose no respect in consulting employees to gather background information and even share in the decision-making process.

 

The Role of a Manager

Cross cultural communication will be more effective when working in Australia if you are aware that:

  • The most productive managers in Australia recognize and value the specialised knowledge that employees at all levels bring.
  • Employees expect to be consulted on the decisions that affect them and the greater good of the organization.
  • Managers tend to be task-oriented, but do not generally micro-manage their staff.Instead, managers tend to give their staff the freedom to get on with things. Staff in turn are more likely to then only approach their manager if they have difficulties with a task. 
  • Managers emphasise achieving a goal, productivity and profits and expect their employees to do their job in a professional manner.
  • The role of the leader is to harness the talent of the group assembled and to develop any resulting synergies. The leader will be deferred to as the final authority in any decisions that are made, but they do not dominate the discussion. Instead, they listen to all contributions and facilitate the sharing of ideas before coming to a conclusion.
  • Praise should be given to the entire group as well as to individuals.

 

Approach to Change

Australia’s intercultural competence and readiness for change is high. This means that:

  • Businesses in Australia tend to have a high tolerance for risk and a ready acceptance for change. The underlying mindset is that change, while difficult, usually brings improvements and that hard work and innovation will bring a better tomorrow.
  • Risk-takers who fail are not deprived of future opportunities as failure is often perceived as a necessary step in the learning process.
  • When discussing plan implementations, Australian managers will look for a proactive, success-oriented perspective with details about how to make the plan succeed.
  • Without losing sight of the risk, managers are expected stay focused on the opportunity and keep the team motivated and positive in achieving their goals. 

 

Approach to Time and Priorities

Australia is generally a controlled-time culture which impacts the business environment in the following way:

  • Adherence to schedules is important and expected.
  • In Australia missing a deadline may well be perceived as a sign of poor management and inefficiency, and will shake people’s confidence.
  • Since Australians respect schedules and deadlines, it is not unusual for managers to expect people to work late and even give up weekends in order to meet target deadlines.
  • Successful intercultural management will depend on the individual’s ability to meet deadlines.

 

Decision Making

Employees expect to be consulted on decisions that affect them and the greater good of the organization. Failure to consult on decisions may result in a situation which is:

  • Counterproductive because employees feel un-engaged and which;
  • Demotivates employees who would otherwise feel responsible for success beyond the execution of specific instructions.

 

Boss or Team Player?

The egalitarian belief of Australians supports a collaborative and participative management style.

  • This means that Australians are very comfortable working in teams and do not expect to be singled out for their contribution.
  • The manager should also make efforts to be 'part of the team' and not an autonomous decision maker outside of the team. 

 

Communication and Negotiation Styles

Australians are transactional and while it is not necessary to use an intermediary to make business introductions, at the same time, networking and relationship building can be an important factor to long-term business success. It's also important to know that:

  • Most senior-level executives within an industry will know one another. Since the population of the country is relatively small and many people remain in the same town all their lives, people strive to develop harmonious working relationships as they never know when they will have to work with that person again. Successful cross cultural management will bear this in mind.
  • Communication with employees is typically direct, often with a bit of humour. Avoid 'hard sell' techniques and do not misconstrue a relaxed attitude as indicative of a lack of attention to detail.

 

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