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Cross Cultural Management Guide - Cambodia

 

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 Cambodia:

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

 

Gain an Expert Understanding:

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

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

 

 Being a Manager in Cambodia

To ensure successful cross cultural management in Cambodia, it is essential to maintain harmonious relationships and be cognizant of the need for people to retain face in all transactions.

  • The Cambodian culture places a great deal of emphasis on protocol. Intercultural sensitivity is essential and it is important that you are polite and exercise restraint and self-discipline in your business dealings.
  • When managing bear in mind that each person has a distinct role within the organization. People believe that their supervisors have been chosen because they have more experience than those they manage, and it is not appropriate to consult subordinates in the decision-making process.
  • Networking with Cambodian government officials and business people can assist you in making connections that will facilitate your business dealings. Who you know and how well you know them can open important doors. This is not a culture where “cold calling” is effective.

 

The Role of a Manager

Cambodia is a fairly hierarchical society, and as such, the role of a manager features a broader power distance than in less hierarchical societies. This may manifest in the work place in the following ways:

  • Employees generally have a clear understanding of their role and its place in the overall business structure. 
  • Managers are typically responsible for giving direction and making decisions.
  • In Cambodia, as in other hierarchical societies, managers may take a somewhat paternalistic attitude to their employees.

 

 Approach to Change

Cambodia’s intercultural adaptability and readiness for risk is minimal. As such, you may find that:

  • Change is difficult to bring about and the idea of it is not received with enthusiasm.
  • In order for change to take hold, the idea needs to be perceived as good for the group and be accepted by the group.
  • It's important that a clear business case is given, outlining the value of the change and its overall benefits to the organisation

 

 

Approach to Time and Priorities

Cambodia is very relaxed with its attitude towards schedules and timelines and individuals typically prioritise the importance of relationships over deadlines.  You are likely to find that:

  • Cambodians will not upset others in order to force meeting a deadline as the relationship is more important than the deadline.
  • While appointments and schedules need to be set in advance, these should be viewed as flexible.
  • Patience is a necessary attribute to successful cross cultural managemers in Cambodia.
  • Global and intercultural expansion mean that  you may find that some employees and managers have developed a greater appreciation of the need to enforce timescales and as such, agreed deadlines are more likely to be met.

 

 

Decision Making

Since Cambodia is a hierarchical culture, most decisions are made at the top of the company without seeking consensus from the employees who are simply told what has been decided and what they are to do. This cultural preference is likely to manifest in the following ways in the organisation:

  • There may be informal networking among employees or between managers and subordinates, although actual power is generally held in the hands of a few key people at the top of the organization.
  • To ensure successful cross cultural management, you will need to bear in mind that because of the hierarchical culture, young employees often have difficulty delegating work to someone who is older than they are, even if their own position is superior.
  • Most Cambodians are risk averse and will, therefore, follow directions explicitly, and do no more and no less than asked.

 

Team Work:

If you are working in Cambodia, it is important to recognise that face and reputation play an important role. People place a great deal of value on their reputation and the way in which they are perceived. As such:

  • If you would like to encourage participation it is important first to clearly establish a non-threatening work environment and communicate fully that their participation is desired.
  • When meeting together and moderating ideas, intercultural sensitivity is necessary. It is important to qualify ideas that are raised in a gentle manner, protecting the reputation of those bringing up ideas, so no one is shamed.

 

Communication and Negotiation Styles

Cross cultural management will be more effective if you understand the importance Cambodians place on personal relationships. The communication style in Cambodia generally reflects the value placed on relationships as people tend to be fairly indirect in the way they communicating. This helps to protect relationships and avoid conflict:

  • Negotiations will be slow while they take the time to get to know you. It is worth being patient as any display of impatience could jeopardize the deal.
  • If proposing a large contract, it is advisable to first seek government approval.
  • Remember that Cambodians are non-confrontational. They do not like saying "no" overtly. If they say "no problem" there may well be a problem and you will need to dig a little deeper to identify and manage it.
  • Strive to maintain your composure at all times. Displaying anger or irritation could negatively impact negotiations.
  • You may find that, due to Cambodia being a relatively poor country, that price is often a determining factor in business decisions.

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