Cross Cultural Management Guide - Ghana

 

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 Ghana:

• Hierarchy
• 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 Ghana business venture by: 

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

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Being a Manager in Ghana

The business culture in Ghana is very hierarchical and intercultural success is more likely if you remember to be formal and courteous at all times:

• Older people and those in senior positions should be deferred to and treated with utmost respect. Ghanaians prefer to deal with those they know; therefore, they spend a great deal of time getting to know their business associates. Do not rush this process.
• The Ghanaian business style is to avoid "hard sell" techniques and maintain a courteous demeanor at all times.

 

The Role of a Manager

Cross cultural management needs to bear in mind that each person has a very distinct role within the organization, and maintaining that role helps to keep order.

• People believe that their supervisors have been chosen because they have more experience and greater knowledge than those they manage, and it is, therefore, unnecessary, and even inappropriate for them to consult with lower-ranking individuals when decision-making.
• In Ghana, as in other hierarchical societies, managers may take a somewhat paternalistic attitude to their employees. They may demonstrate a concern for employees that goes beyond the workplace and strictly professional concerns. This may include involvement in their family, housing, health, and other practical life issues.

 

Approach to Change

Ghana’s intercultural adaptability and readiness for change is developing all the time. Ghana is seen to have a medium tolerance for change and risk. It is important for innovations to have a track record or history noting the benefits if they are to be accepted and implemented.

• The fear of exposure, and the potential of embarrassment that may accompany failure, brings about aversion to risk and the need to thoroughly examine the potential negative implications. While in risk-tolerant environments, failure is perceived as a learning process that encourages confidence in future ventures, failure in Ghana causes a long-term loss of confidence by the individual as well as by others. Because of this attitude, intercultural sensitivity is going to be required, especially when conducting group meetings and discussing contributions made my participating individuals.

 

Approach to Time and Priorities

Ghana is a moderate time culture and typically and there may be some flexibility to strict adherence to schedules and deadlines. Nevertheless, the expectations of intercultural expansion and globalization have caused the Ghanaians to adopt relatively strict standards of adhering to schedules.

• When working with people from Ghana, it’s advisable to reinforce the importance of the agreed-upon deadlines and how that may affect the rest of the organization.

 

Decision Making

Business is relatively hierarchical. Managers do not seek a consensus before making decisions. In fact, decisions are often made at the top of the company. Managers tell subordinates what they want done and how they expect them to perform the task.

• Intercultural sensitivity is necessary and it is important never to chastise or criticize an employee publicly. When providing criticism, even under the guise of helpfulness, understand that employees are not comfortable with the concept of constructive criticism.

 

Boss or Team Player?

People from Ghana like working in teams and collaborate quite well across hierarchical lines.

• The communication within a team is generally quite collegial, albeit somewhat direct and blunt. Role allocation within the team is generally quite clearly defined and people will take greater responsibility for their specific task than for the group as a whole.
• Successful cross cultural management will depend on the individual’s ability to harness the talent of the group assembled, and 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 or generation of ideas.

 

Communication and Negotiation Styles

Companies are hierarchical and, as  such, ultimate decision-making often rests with the CEO.

• Decisions are reached slowly. If you try to rush things, you will give offense and risk your business relationship. Getting decisions from government officials can be even more protracted.
• Intercultural adaptability is essential. Ghanaians have a difficult time disagreeing, so do not assume that things are going well simply because no one is challenging what you say. Avoid showing anger. Controlling your temper is imperative in this culture. Ghanaians often request last minute concessions at the close of negotiations.