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The French display a past orientation. They highly value their heritage, look to the past as a guide and model, and tend to reluctantly adopt changes that break with tradition.

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The dominant preference tends to be a high context orientation. The French tend to convey the meaning of a message by not only using words, but also by indirect clues such as body language, the tone of one’s voice, and the degree of eloquence used.

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Koreans may not be obviously expressive, however, there is a deep appreciation of emotions, and one needs to adopt an emotional component to convince others in communication.

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German's give lot of respect for elders

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The Swiss tend to prefer a linear approach to their Thinking Style. However, the younger generation may be showing a more systemic approach as the intensive use of information technologies is changing the working and social habits at a fast pace.
The Swiss as a social group put a high emphasis on privacy and put clear boundaries to mark their territories. They also have a tendency to keep a fair amount of physical distance in the public sphere (typically an arm’s length).

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Germans like to fix milestones, agree on clear procedures, and establish sub-goals in a project

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In keeping with the dominant deductive orientation in Singapore, individuals focus primarily on principles, rather than on the details of a situation.

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A formal communication style is the safest way to approach communication in Switzerland. For older generations, formality is a way of showing respect and is therefore considered important. This notion is rapidly changing with the new generations, and one hears many complaints about the “lack of courtesy” of young people. In the business world, the degree of formality is subject to great variances along generational, industry, and educational/social divides.

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🇩🇪's Senior often expect open and direct constructive criticism and ask openly for it in meetings.
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India & South Korea have 88.8% Similar Culture

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The British tend to display a constraint orientation in the workplace through their need for consensus building, inclusion, and their sense of fairness.

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U.S. Americans tend to have the attitude that they can control and manage their environment to meet their needs. They often see problems and look for solutions, rather than focusing on the obstacles that may inhibit them from overcoming challenges.

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There is a preference for inductive thinking. The British tend to take details, data and components and think about them, analyze them, and then draw conclusions.

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In Japanese society, people have a common shared (not abstract) sense of right and wrong with the equal application of standard rules, principles and process. On the other hand, they have a strong sense of their own uniqueness and value, and encourage the careful consideration of particular circumstances when applying formal rules and procedures.

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U.S. Americans tend to pay close attention to words, and focus less on the context of the situation and non-verbal behavior. They display a tendency for making their instructions and demands precise, possibly ignoring subtleties in communication that might imply a concept without clearly stating it.

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The dominant French business culture is characterized by formality. Etiquette and protocol are expected to be complied with by staff members at all levels of the hierarchy.

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*  In Japanese society, people have a common shared (not abstract) sense of right and wrong with the equal application of standard rules, principles and process. On the other hand, they have a strong sense of their own uniqueness and value, and encourage the careful consideration of particular circumstances when applying formal rules and procedures.

* The Japanese tend to appreciate the careful analysis and interpretation of data and supporting information to prove their arguments. Meanwhile, they value a focus on theory, abstract concepts and principles.

* "Ringi," which means “to circulate” in the Japanese language, is one of the processes that has traditionally been used for decision making in the Japanese corporate business world. This is a collective process to make a decision by circulating a document called "ringi-sho." Typically at larger traditional companies or government offices which still maintain authentic Japanese business practices, a written proposal is circulated among the related departments’ head managers and higher management levels.

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Germans are public when there know the person personally

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1.They are indirect in the feedback and private.
2. Au Australians tend to value and protect their private space in the workplace. Mangers often have separate offices, and meetings tend to be held in closed environments. stralians tend to have a fixed orientation. They are generally punctual and arrive to meetings and other scheduled events on time.
3. Australians tend to be task oriented, indicating a general preference for a doing orientation.
4. Australians tend toward an instrumental orientation. They try to express exactly what they want to get across in both writing and speech.
5. In the workplace, Australians tend to operate with a low-context orientation.
6. The average successful business strives to create a sense of well being among staff, in order to promote information flow and successful operations, as well as the general Australian preference for relaxed relationships with fellow workers.
7.

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The precise definition of punctuality and the belief that time determines action indicates a preference for a fixed orientation in Germany.

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German's prefer to be direct & to the point.

Power plays an important role in Germany, but with less focus on hierarchy. Germans tend to be more equality oriented, minimizing social stratification.

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1. The majority of senior managers continue to be older men who have completed military service. Their military background is often reflected in the working culture of organizations, with a tendency towards fixed precise definitions of punctuality.
2.  Finns have a tendency to worry that others will think they are incompetent if they ask too many questions.
3.  Rules are not often questioned. For example, industrial action in the form of strikes is rare. In the workplace, if there is a note on the door that a room is not to be used for private purposes, it is adhered to and concessions are not made for anyone, not even upper management.
4.  An outsider may get the impression that Finns are single-focused because of their calm and reserved nature when it comes to talking about any problems they are facing. In reality they may often be dealing with several tasks or relationships, but they have the ability to keep them separate and not be disturbed by unscheduled or unpredictable events.
5.  The written word is highly valued in Finland, which is reflected in people’s acceptance of the news media
6.

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Germans tend to value high performance, task accomplishment, and goal attainment, illustrating their doing orientation.
When Germans are overloaded with multiple tasks, their stress levels can rise, and their preference is to concentrate on individual tasks. This is meant to ensure that tasks are done correctly and thoroughly the first time.
They tend to feel guilty and ashamed of the past, and because of the two World Wars, many Germans do not have any information about their family histories, as many have been destroyed.

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-> A lower-ranked employee is unlikely to propose an idea directly to an executive. Instead, it is considered appropriate for him or her to discuss with his or her direct line manager.
->  In their personal lives, the French rely on the State for the provision of social services.
->  There seems to be an evolution toward inductive thinking among the younger segments of the French population.
->  In their personal lives, the French value their quality of life and their ability to take time to appreciate daily pleasures, such as good meals in good company.
->  The French tend to have some difficulty managing time on a daily basis, and time may be wasted on ancillary tasks, especially when a timeframe is defined in the long term.

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1. The dominant approach to time is gradually shifting and becoming more fixed as the French are increasingly doing business with foreign partners.
2.  In their personal lives, the French value their quality of life and their ability to take time to appreciate daily pleasures, such as good meals in good company.
3.  French individuals tend to be highly expressive communicators. They value demonstrative expressions in both their work and personal environments.
4.  The dominant French business culture is characterized by formality. Etiquette and protocol are expected to be complied with by staff members at all levels of the hierarchy.
5.  The French tend to display a particularistic orientation. They have a strong sense of uniqueness and are often willing to make exceptions to the rule based on their own judgment.
6.  French individuals tend to exhibit a single-focus orientation. At the lower levels of the hierarchy, employees prefer to focus on one task at a time and to handle them sequentially.
7.  French individuals tend to exhibit a single-focus orientation. At the lower levels of the hierarchy, employees prefer to focus on one task at a time and to handle them sequentially.
8.

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1. For Singaporeans, looking busy is valued by society.
2. In their personal lives, in particular when they are surrounded by close friends and family, Singaporeans tend to be more prone to expressing their emotions. Discussions are usually livelier and people tend to display a more spontaneous aspect of their personalities.
3.  Singaporeans tend to make an extensive use of wireless communication devices
4. Singaporeans prefer to approach issues from an analytical perspective (i.e., by separating them into component parts).
5. With respect to their personal affairs, Singaporeans are generally private people who open up gradually and slowly to others. However, the behavioral norm in the country toward physical space tends toward a public orientation.

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1. There is a preference for the universalistic application of rules, procedures, and protocols.

2. The British tend to focus on the accomplishment of tasks and making decisions. They are assertive rather than aggressive and are loyal and dedicated workers.

3.  There may be a general gender split, with female preferences tending more toward the systemic end and the male preference toward the linear.

4.  Although British business tends to focus on winning, it is also about leaving the other party feeling alright about decisions and outcomes.

5.  Economically, it has been a sign of wealth and prosperity to have the right to privacy, so expectations vary with income and socio-economic background.

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Spanish people tend to have a loose definition of timekeeping, as time is considered a rather indefinite resource and is managed according to the necessary duration of actions.
Spanish people tend to be relationship centered. They usually focus on establishing personal,.trusting relationships for future endeavors, valuing social bonds and a broad and friendly network.
Spanish people communicate with a very expressive style. Their typical communicative strategy values emotional elements and tends to be very eloquent.
Spanish people tend to focus on short-term results and pragmatism.  The urgency of a task is based on the deadline

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1. U.S. Americans tend to use precise language, with more of a focus on what is to be communicated in a dispassionate, detailed, and factual way. With the exception of anger, emotions are infrequently expressed in the U.S. business context, and even anger may be veiled or filtered.
Germans tend to display an instrumental orientation. They usually value a factual, detached, and dispassionate style of communication.

2.  U.S. Americans tend to expect meetings to start and stop at the time specified for the meeting. This fixed-time orientation can often be seen in time allocation for agenda items, dedicating time to items for a meeting. The pressure to be on time is often strong.
The precise definition of punctuality and the belief that time determines action indicates a preference for a fixed orientation in Germany.

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1. There is extensive cooperation in the team culture that drives U.S. business. Yet, teams in themselves tend to compete against other teams, and even the team members will often strive to stand out and shine as compared to their team members.
2. U.S. managers usually try to control outcomes through project planning. Numerous contingencies may be taken into account in the planning process as managers attempt to control all possible outcomes, with the attitude of making the plan work “no matter what the world throws our way.”
3.  U.S. Americans tend to use precise language, with more of a focus on what is to be communicated in a dispassionate, detailed, and factual way. With the exception of anger, emotions are infrequently expressed in the U.S. business context, and even anger may be veiled or filtered.