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Cross Cultural Management Guide - Azerbaijan

 

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 Azerbaijan:

  • Hierarchy
  • Management style
  • Employee expectations 
  • Timescales and deadlines
  • Communication and negotiation 

 

Gaining an Expert Understanding:

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

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

 

Being a Manager in Azerbaijan

Management in countries of the former Soviet Union is a complex, constantly evolving state-of-affairs and successful intercultural management requires some understanding of the history. You should be aware that:

  • In spite of declarations of equality among everyone in the society, there was previously a clear distinction between Communist Party members and the working classes. By extension, this created groups of "haves" and "have-nots", and a hierarchical structure developed as a result which remains part of the business setting today. 
  • Generally, among the older generation in Azerbaijan, you will find deference to authority, coupled with a sense of loyalty and a detached attitude for meeting the objectives and goals of the company. Among younger workers, however, you’ll find an eagerness to explore the new opportunities that the market has to offer.

 

The Role of a Manager

Cross cultural communication will be more successful if you remember that Azeri business is hierarchical and the management style tends to be more autocratic than western style of leadership. How might this manifest in the workplace? 

  • Managers tell subordinates what they want done. They do not attempt to reach a consensus, as they believe doing so would make them look weak.
  • Managers are more likely to micro manage the activities of their subordinates. 
  • Subordinates are less likely to work independently in their role or push for innovation. Instead, culturally, it's more likely that they will defer to their managers.
  • Managers often treat subordinates as extended family.

 

Approach to Change

Azerbaijan has a medium tolerance for change and risk. What does this mean for the workplace? 

  • Changes are made, albeit slowly, and require a considerable amount of thought, planning and evaluation. Since tradition is highly valued, change is not readily embraced simply because it is new and may impact continuity and stability. 
  • It is important for innovations to have a track record or history noting the benefits if they are to be accepted and implemented.
  • Intercultural sensitivity is important. While in risk-tolerant environments, failure is perceived as a learning process that encourages confidence in future ventures. However, in less risk-tolerant cultures, such as Azerbaijan, failure can cause a long-term loss of confidence by the individual as well as by others.

 

Approach to Time and Priorities

Azerbaijan is a moderate time culture and traditionally schedules and deadlines have been viewed as flexible. You may find that: 

  • Although the culture is generally viewed as having a moderate approach to time, intercultural and global expansion have instead resulted in the Azeris adopting a stricter approach to schedules. 
  • When working with people from Azerbaijan, it’s advisable to reinforce the importance of the agreed-upon deadlines and how that may affect the rest of the organization.

 

Decision Making

Decisions are reached slowly and patience is the key to successful intercultural management. On the whole: 

  • Subordinates follow a manager’s instructions without comment, as it would be rude to challenge someone of a higher status.
  • The manager is responsible for making and communicating decisions and may not consultant his / her team when making them. 

 

Boss or Team Player?

Cross cultural knowledge and understanding of the hierarchical system is essential. Some things to bear in mind are that:

  • Successful intercultural management will understand the importance of maintaining their positions of authority.
  • Subordinates are expected to open doors for their superiors and stand when their superiors enter the room, in much the same way young people are expected to behave to older people in social situations.
  • Today, apathy and cynicism exists among the workers, inherited from the communist era where plans seldom resulted in implementation or led to results. However, there is an eagerness amongst the younger generation to tackle the opportunities and challenges presented. They will participate in teams and share ideas, but they will need to be coached in the process.

 

Communication and Negotiation Styles

When you are in an Azeri work place, it's important to remember that:

  • You should treat people formally and with proper respect and deference. This includes using titles and first names and the plural word for you ("siz") when addressing someone of a higher status or someone with whom you do not have a personal relationship. Let your Azeri business colleagues determine when your friendship has progressed to the point where you may use the singular form or the first name without the honorific title.
  • Azeris are polite and formal in business and traditional attitudes abound under a cosmopolitan veneer in Baku. Many business people are not as westernized as they first appear and intercultural sensitivity is essential.
  • In order to avoid cross cultural miscommunication, it is a good idea to hire an interpreter unless you are certain of the English language proficiency of the people you will be meeting.
  • Azeris are tough negotiators and you should expect a fair amount of bargaining and haggling. Direct questions are rarely used, with Azeris preferring to talk around the issue. However, you should never appear impatient or attempt to rush a decision as this can be counterproductive.

 

 

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