From Australia to the UAE: To Do Business - Coursework Example

From Australia to United Arab Emirates "Dubai" to do business Name: Course: Tutor: Date: Introduction Moving from Australia to Dubai to do business presents number of challenges due to the wide cultural differences. Most nationals of the United Arab Emirates are Muslims but have diverse cultural backgrounds. For instance, Terterov (2006) notes that only 27 percent of the country’s total population is original UAE citizens. The others include significant numbers of Egyptians, Palestinians, Yemenis, Jordanians, Omanis, Iranians, Indians, Pakistanis, Filipinos and West Europeans. Most citizens are Sunni Muslims but there are also are also Shi’a minority. In addition most foreigners are Muslims and only very minor populations are Hindus and Christians (Terterov, 2006). As a businessperson, one may encounter differences in UAE based on one’s generational cohort. There are the old people that understand UAE culture as the young that have been educated based on western principles. The youngest people are most comfortable with striking a balance between UAE and western culture (Walker, Schmitz, & Brake, 2003). These are the concepts to be understood when one ventures into UAE. This paper will therefore serves as a guide to people making a transition from Australia to UAE for business. It will analyze the core issues that they need to address during the transition. Objective The workshop will be aimed at enlightening people traveling from Australia to UAE for business purposes so that they may have a smooth transition. This is aimed at ensuring that the traveller does not meet culture shock as they arrive in their new destination that is a hub of many cultures. The stereotypes of the Arabs as well the common behaviours of a strong sense in relationships only if they are of essence in building trust with other people will be discussed. Participants in the workshop will create a lengthy awareness on the problem that people coming from Australia for business in the United Arab Emirates. One important thing that anyone from Australia needs to know about doing business in the United Arab Emirates is that the Arab population regards bargaining as an everyday part of life. It is by bargaining that Arabs are able to make their own decisions, and in addition mix socially with people at work. Bargaining also enables people to eke a livelihood for their families. Thus, while a westerner would not think of bargaining even if it would bring more profit, an Arab would not think of ever doing business without it (Acuff, 2003). By understanding these issues, the Australian will experience less culture shock on arrival to the United Arab Emirates. Rationale The choice of this topic is very important because it has always been perceived across the world that UAE and in particular Dubai is a haven for businesspeople. Some of the reasons include fewer restrictions on business vis-à-vis other counties. However, as is the case with many busy hubs, problems are bound in various perspectives. For instance, an Australian may note be familiar with the Arab stereotypes, or with the basis on which Arabs found relationships and business ties. All these are likely to affect the manner in which the Australian will interact with the people in Dubai, and will probably also affect the nature of business. Theoretical background There is a funny fact about UAE- that in order for a businesses meeting to be successful in this country, it has to be held in an international hotel as opposed to an office. This is done so to reduce instances of people moving in and out of the meeting. Also, one’s willingness to come to a meeting is a portrayal of real interest. These points sound queer but they have to be understood. Applying Geert Hofstede (Hofstede, 1984) analysis for UAE, one finds that there is a large power distance as well as common avoidance of uncertainties. Thus , it is common for leader to dissociate themselves from a group and give completely new directives on what they feel without need for questions or being held responsible for previous actions. Furnham and Bochner (1986) note of Oberg’s (1960) point on culture shock that an individual visiting a new area is likely to have as being divided into four steps. The four stages of shock are: The honeymoon stage: This is the initial reaction to enchantment, enthusiasm, fascination, admiration and cordial, friendly apparent relationships with the hosts. Crisis stage: This is the stage in which the initial differences in language, people’s concepts, values, common signs, and symbols that may lead to feeling of inadequacy, anxiety, frustration, and anger. Recovery: the predicament of culture shock is resolve by applying a number of techniques such that the person under shock ends up learning the culture and language of the host nation. Adjustment: The foreigner slowly begins to work and enjoy being with new people and experiencing new culture. For instance, Australians in the United Arab Emirates will realize that bargaining is a normal way of carrying out business in the country and not a form of disturbance. Nevertheless, this stage may be featured by irregular instances of nervousness and strain. The workshop will also be guided by Lysgaards (1955) stage wide theories that relate to debated on U- and W-curves. Lysgaards (1955) quote in Furnham and Bochner (1986) note that people who visit new places go through three phases – that is initial adjustment, the crisis stage and the regained adjustment stage. Although Lysgaard does not describe the U-curve in relation to culture shock, he describes that the people involved in his study took between six and eighteen months being in the bottom of U (adjusting to the new culture) (Furnham, & Bochner, 1986). Such a period is quite long for a person going for business in Dubai and the workshop is therefore aimed at ensuring that people acclimatize to the new environment as soon as they can. The W-curve is an idea by Gullahorn and Gullahorn (1963) who were of the opinion that once sojourners return to their home country they often times enter a re-acculturation process similar to the U-curve, hence the two Us form the W-curve (Furnham, & Bochner, 1986). Session 1: Creating awareness General objective The general objective of the first session will be to enlighten participants on the need for understanding the United Emirates Business culture. Focus will be on protocol in environments of business. Specific objective Participants will have an opportunity to understand greetings etiquette in the United Arab Emirates. It is important to note that after greetings by hosts, guests are treated to coffee. A famous proverb in the United Arab Emirates goes that offering coffee is the aesthetic greeting of the Arabs (Joseph, & Najmabadi, 2003). Content of the session Greeting styles. Meaning of gifts Guest-host relationships How to relate with different business people The participants will have to be familiar with common phrases such as As-salam alaykum (peace be with you) and Walaykum as-salam (and to you) - reply (King, 2008). It also important to note that the foods that are usually taken as snacks in the west are not taken in the United Arab Emirates because of the belief that they may carry away people’ attitudes in the morning (Joseph, & Najmabadi, 2003). Strategies I will explain the significance of the Arab decorum right from greetings to creating relationships. It is important to note that Arabs regard salutations as the key to forming significant relations. Sharing coffee with guests means that the guests are highly welcome since coffee is the aesthetic greeting and expression of hospitality among the Arabs. I will present photographs of people saluting each other and sharing meals in various events. Most importantly, I will address the importance the most commonly used words in salutation and general address. Participants will be asked to simulate a business environment in the United Arab Emirates such as open restaurant where business meetings are held. Specific tasks PowerPoint slides will be displayed to highlight the common business environment such as modern as well as ancient buildings that are used for different types of business. Pictures will also be utilised to achieve this objective. A business tea ceremony will be simulated in order to give participants a real taste of how people in the United Arab Emirates express their hospitality to corporate guests. This will involve the use of traditional United Arab Emirates kettle and cups. Evaluation participants As part of the workshops, participants will be asked to talk about what they have learned and possibly put the ideas in real practice to reveal their grasping of the same. Evaluation of the workshop Participants will be asked to fill questionnaires that evaluate their perceptions about the first session in order to highlight areas that need improvements. Session 2: Developing skills General objective The objective of the second session will be to create a practical understanding of the Arabic culture in order to avoid various aspects of culture shock when one moves from Australia to the United Arab Emirates. Specific objectives Participants will be required to simulate the specific aspects of Arab culture such as Symbolism when offering greetings Sharing meals and gifts Meeting in open places such as open restaurants for business meetings Content The importance of understanding Arab accent when speaking English will be discussed. It is also worthy noting that Arabic culture is not alike to the western culture. In the United Arab Emirates, like in all Arabic countries, women are expected to be subservient to men and take good care of homes. Female participants will therefore learn that when they visit the United Arab Emirates and some women look down upon them, that is part of the culture and is supposed to be part of office etiquette where women are expected to be more of servants to men. I will demonstrate the need to accord respect to different age groups differently depending on the kind of business deal being discussed. The United Arab Emirates is composed of people with different ethnic backgrounds and this makes it difficult to understand each individual or generalize them. There are those who are reserved to Arabic culture, those who understand a bit of western culture and the younger generations who are informed as regards their own customs as well as western cultures. The participants have to understand the various aspects of the different groups in order to appreciate the hosts and address them as required. I will inform the participants of the differences in the working schedules between Australia and the United Arab Emirates. In this country, business hours and even working days are not fixed as they are in Australia .Government offices generally work from Saturday to Wednesday between 7 am and 2 pm but private offices have their own more flexible working schedules (King, 2008). This is a stark contact to Australia that has regular weekends and fixed working day and hours. I will inform the participants of the importance of solving conflict amicably as a key in the business environment in the United Arab Emirates. In addition, I will highlight the importance of holding business meetings in open restaurants rather than closed offices since Arabs are more expressive while in open areas. Group and workshop evaluation Participants will be asked to discuss their understanding if the United Arab Emirates culture. They will fill questionnaires to evaluate the effectiveness of the workshop and thus denote areas that need improvement. Works cited Acuff , F. L. (2008). How to Negotiate Anything with Anyone Anywhere Around the World. New York: AMACOM Div American Mgmt Assn. This book gives a good account of the ups and downs of negotiating particularly when doing business in a foreign country. The challenges involves are attributable to dissimilar cultures and customs. The book expert advice on business practices, attitudes, transactions and other issues in business around the world. The book is helpful in learning different negotiating skills across cultures Carter, T & Dunston, L (2006). Dubai. London: Lonely Planet. This book describes various sites in Dubai and is therefore vital for anyone moving to the United Arab Emirates for business. The book can help one to locate where to start a business while in Dubai. Foster, D. A (2002).The global etiquette guide to Africa and the Middle East: everything you need to know for business and travel success. New York: John Wiley and Sons. This book describes the business environment in the United Arab Emirates and what travellers need to know for success. Furnham, A & Bochner, S.1 (1986). Culture shock: psychological reactions to unfamiliar environments. New York: Taylor & Francis. The writers of this book illustrate the issues involved in travel across borders. The book illustrates how various cultural codes and affect people intending to do business beyond the borders of their country. The authors note that all travel is stressful to some extent because the stranger has not acclimatized to the cultural codes of his new country and does not know how to act. The book will help any businessperson moving from Australia to the UAE. Hofstede, G. H. (1984). Culture's consequences: international differences in work-related values. London: SAGE. Hofstede presents the four major dimensions appropriate for classifying cultures across the world, that is (i) power distance (ii) uncertainty avoidance (iii) individualism (iv) masculinity. The book presents Hofstede’s analysis that is vital in addressing cross-cultural relations. Joseph, S & Najmabadi, A. (2003). Encyclopedia of Women & Islamic Cultures: Family, law, and politics. London: BRILL. This book presents various aspects of United Arab Emirates including ratings, hospitality and positions in various places. King D. C. (2008). United Arab Emirates. New York: Cavendish. This book describes various sites in Dubai and is therefore vital for anyone moving to the United Arab Emirates for business. The book can help one to locate where to start a business while in Dubai. Terterov, M. (2006). Doing Business with the United Arab Emirates (2nd ed). London: GMB Publishing Ltd. This book describes various aspects of doing in Dubai and is therefore vital for anyone moving to the United Arab Emirates with the same motive. The book can help one to determine the nature of business to do in Dubai. Walker, D. M., Schmitz, J., & Brake, T. (2003). Doing business internationally: the guide to cross-cultural success. New York: McGraw-Hill Professional. This book is a significant resource for managing today's multicultural organizations. The authors concentrate on team building, executive expansion, problem solving, as well as other essential activities. It also features management and negotiation tips for worldwide leaders. It presents key analyses of six key global regions including the United Arab Emirates. Read More