Management Aspect of Saudi Arabia and the UK - Research Paper Example

International Management Introduction This research paper on international management considers management aspectof Saudi Arabia and UK. In the process of research intercultural differences and peculiarities of management conduct are considered. Furthermore the paper provides SWOT analysis of management aspects of two countries. Management aspect of Saudi Arabia Management in Saudi Arabia is a complicated process of constant development and upgrading. Management scholars claim that management of any country is culturally-oriented (Abbas, 1995). This claim is explained by complexity of its nature which comprises social values, generally accepted beliefs, compliance with certain norms, and experiences of many years. Consequently, in the process of mutual relation of management of two different countries, cultural issues are adopted and changes occur. Management of Saudi Arabia should be of great concern, while in spite of other European countries and America, religion and mentality of Arabians leave its imprint on Arabian management (Assaf, 1983). Fortunately, modern management of Arabian world is more focused on Arabian culture thus defining and underlining its peculiarities. Moreover, management theory of Arabian world is divided into three main groups: Westernized, “Arabized,” and “Islamicized” (Abdel-Halim, 1989). Being aware of peculiarities of management in the Arab world will widen horizon of potential foreign contacts with other countries. Management of Saudi Arabia is greatly influenced by foreign elements. In management of Saudi Arabia can be traced political pluralism and hints on economic independence. Consequently, potential business partners of Saudi Arabia should be aware of the abovementioned changes, pay attention to possible occurrence of freedom of expression in Saudi Arabia. Furthermore in spite of newly introduced changes in management of Saudi Arabia, business partners should pay attention to courage exposure of Arabians, great patience and loyalty, basically all those features which were relevant during medieval times. Generally speaking, business partners of Saudi Arabia should memorize that in one way or another but business set up in this country is conservative. In order to reach successful cross cultural management it is necessary to treat everyone with respect. Another cross-cultural feature of management in Saudi Arabia is patience. Saudis require time to get to know their business partners better, therefore proper information about their business partners opens eyes of Saudis on their partners and taking into account background information about their business partners, Saudis will establish their business relation (Abbas, 1995). Obedience of decisions taken by managers are inarguable among Saudis. A principle of seniority is relevant in business, not only in lives of Saudis; older people are greatly respected in Saudi Arabia thus in business managers of higher rank are deeply respected. Moreover, management aspect of Saudi Arabia comprises such a peculiar tendency as a low risk (Khadra, 1990). Saudis’ culture is a background of their proper consideration of potential business outcomes. Consequently, new projects are scrutinized and thoroughly considered before agreement occurs. Both individual and group considerations are of high importance with regards to possible failures occurrence. Another important management aspect of Saudi Arabia is managers’ scrutinized attention to deadlines and meetings. Saudis prefer to meet in person, even if the issue discussed could be settled by phone. Managers of potential business partners should be aware of this feature and strictly adhere to schedules and deadlines (Saudi Arabia). In case of decision making, Saudi managers have proper negotiations with main stakeholders. In such a way it is necessary to underline that after many discussions a common agreement may be reached. Subordinates are simply performing decision taken. A strict delegation of authorities is of primary concern in management of Saudi Arabia. In order to work in compliance with Saudi’s rules, it is necessary to memorize the nature of their internal and external business relations (Negandhi, 1983). Team spirit and individual performance borrowed from Western cultures create an efficient mixture for prosperous business. An employee makes a contribution into corporate culture and work, a team intensifies his contribution and finally, company reaches success. As far as it can be seen, management is a step-wise process in Saudi Arabia. All the aspects of it should be properly considered and memorized in order to have a successful business with this country. Management aspect of UK Management development in the UK lacks proper attention and investment. Conservative approach to business is a veil, which limits UK business possibilities and perspectives. Unlike other European countries, UK doesn’t pay proper attention to their managers’ development. Thus career growth is leaves much to be desired for UK employees (Studlar, 1996). This intimidating tendency prevents managers from individual performance and thus slows down the process of companies’ development and success (Cassis, 1995). Nevertheless there are certain issues in UK management aspect, which should be taken into account in the process of common business by foreign partners. All-level involvement in decision making is a crucial point in UK management. The greater participation of managers of all ranks is the better for UK Company (UK management). UK Companies are flexible in their readiness to changes. They have a medium tolerance to risk and change. Benefits of potential changes are scrutinized in Britain and basing on their perspective meaningfulness, decisions are taken. Punctuality is almost foremost issue for UK Companies. The adherence to schedules, deadlines, time of meetings etc is never violated. An oversight of time limit made by a potential business partner can discard the possibility of common business with the UK Company. An individual ability of every employee or manager to adhere to a deadline is a characteristic of the whole team. Thus potential foreign business partners should memorize this rule. Comparison and contrasting of management aspects of Saudi Arabia and UK The management style in the United Kingdom as well as three approaches in management of Saudi Arabia, mentioned above, is various and has two directions: a conservative one, where managers are responsible for decision making and more tolerant approach to decision making, when manager asks opinion of all participants before making a decision (Schein, 1992). This emphasis on teamwork is efficient for UK management. Another persuasive feature for UK management is that teams and working groups are formed from highly-skilled professional with good knowledge and outstanding potential for self performance. A principle of individual development next to common success of all HR of the company is a good example of a strong organizational culture (Nutley, 2002). Thus potential business partners should take into account that both an individual and team work are of high relevance in UK. Knowledge of each employee is a valuable contribution to group work. There is such concept as ‘dynamic team’ which is characterized by equal participation of all members (Crewe, 2002). Management in UK encourages new ideas and innovations and stimulates their employees in such direction. In the process of negotiations, UK managers are direct and reticent. They have a good thinking over propositions from their partners. Consequently, a measured, well-structured tactics will be expected from business partners. Decision-making is a slow process and necessary cross-cultural attribute of business partners is patience (Briscoe, 2004). Conclusion Management scholars claim that management of any country is culturally-oriented (Abbas, 1995). This claim is explained by complexity of its nature which comprises social values, generally accepted beliefs, compliance with certain norms, and experiences of many years. Consequently, in the process of mutual relation of management of two different countries, cultural issues are adopted and changes occur. As far as we can see, there are common and diverse features of management in Saudi Arabia and UK. Common features are: great patience and loyalty, conservative manner of business conduct, strict keeping to deadlines. Differences are: principle of seniority (Saudi Arabia), low degree of middle-rank managers in decision making and intolerance to risk. New projects are scrutinized and thoroughly considered before agreement occurs. Both individual and group considerations are of high importance with regards to possible failures occurrence. Nevertheless this research paper underlines that in spite of religious and cultural differences, management of Saudi Arabia and UK are quite similar. In one way or another, cultural issues should be high on the agenda for both countries if they want to reach success in business. Common goals of business can be fully embodied through compliance with cultural differences. SWOT analysis of UK management aspect Strength Weaknesses Opportunities Threats Management flexibility Reserved manner of business conduct Properly considered potential business partnership Time spending on inefficient new ideas from middle-rank managers Strong individual performance in decision making Medium tolerance to risk Openness to changes Risk of business failure SWOT analysis of Saudi Arabia management aspect Strength Weaknesses Opportunities Threats Reasonable management Much time for decision making Properly considered potential business partnership Lack of new ideas from middle-rank managers Principle of seniority and respect Decision making at the highest levels only Strict management policy Improper interpretation of cultural background can lead to business failure Works cited 1. Abbas J. Ali., 1995. Cultural Discontinuity and Arab Management Thought. 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