Unit 94 Managerial Stereotypes When we travel to a foreign country, we carry in our baggage a preconceived idea in that country. Much of the knowledge we have of different nationalities exists as stereotypes -- conventional and over-simplified pictures without individualities. Stereotypes also exists about occupations or professions. Descriptions about managers from different countries may be something like this: American managers have in-dept knowledge of the business they run and baseball, but know little about the rest of the world. They think that everyone who is not American wishes he was. They only lose when the playing is not even. The quarterly dividend is their cardinal goal, and quick fixes are the means to accomplish it. British managers became managers by studying literature and history at Oxford and by going through the old boy network. Thy have a broad, but not always thorough knowledge of their company's operations. British managers invariably are polite and they spice their conversations with humorous anecdotes that executives of other nationalities fail to appreciate. French managers are Napoleonic and their management style is imperial. Stiff hierarchies discourage informal relations and nurture a sense of "them" versus "us". It's difficult to reach the boss. The flow of information always goes one-way: downward. French managers love to talk, though not always about items on the agenda. Their initial response to proposals is always negative just because they like debate. German managers prefer to go by the book. They have years of technical training and high degrees. They are formal and serious. Meetings are conducted with attention to details and they sometimes raise their voice and pound the table to see if they can intimidate the other party into making concessions. Italian managers are flexible, and often ignore company rules. They prefer telephone and personal contact to memos and faxes. Management is paternalistic. Bosses give their employees protection. They, in turn, are loyal and identify with company goals. Informal networks of family and powerful friends matter much in business. Japanese managers say yes when mean no. Rank and social status are important and they are formal and reserved. The main duty of Japanese managers is maintain harmony and motivate subordinates to work for the good of company. Swedish managers are practical, technically capable but unimaginative. They have no sense of humor and take everything you say literally. They often spend more time telling you what's wrong with their products than what's good about them. Swedes dress in sports shirts and slacks for meeting and are neurotic about punctuality.
雅思词汇之11类重点关联词
雅思词汇之老年人的表述
雅思词汇高效记忆法
如何大量掌握雅思词汇
雅思考试中高频动词整理
雅思词汇辅导-魅力无限
雅思听力关键词怎样做好定位
雅思词汇量怎样有效增加
雅思词汇表达之各种“吃"
雅思词汇记忆法介绍
雅思写作词汇如何润色
哪些雅思词汇在不同的国家容易有歧义
雅思6.5分需要掌握多少词汇
如何三周攻克雅思词汇
雅思听力常考交通类词汇整理
雅思词汇加减法心得分享
雅思写作教育类重点词汇归纳
新“烤鸭”如何选择词汇备考手册
雅思词汇量怎样扩充
两大雅思词汇记忆秘诀
整理与招生有关的雅思词汇
雅思阅读介词短语汇总
雅思词汇的四大记忆步骤
雅思学科重点词汇盘点
雅思初级词汇如何备考
雅思词汇量如何有效提升
雅思词汇如何才能过目不忘
雅思单词速记方法总结
盘点雅思听力中出现的环保类词汇
雅思词汇辅导:如何用好单词
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