In order to make a more proper cross-cultural analysis of business communication, models developed by Trompenaars and Hofstede are discussed in detail. The former model considers culture as a means of human abilities integration, such as decision making in spite of environmental or external challenges (Trompenaars, 1993). The latter scientist discusses managerial behavior formation in accordance with different norms.
My personal experience concerns challenges that occurred during our business relations and negotiations conduct. I work at multinational company headquartered in the UAE as a manager assistant. When our business partners came from UK, their managers in international affairs described our company as a “culturally-oriented” country (Abbas, 1995). Thus, they had to study a lot about cultural and religious background of the country. Two basic concepts are crucial for our English partners: these are religion and morality. Nevertheless, modern business practices in our country have shifted to the importance of economic independence, political pluralism considerations and other changes. Still, I can claim that in the process of our negotiations with English I could witness more conservative ideas that are more important for them as well.
This contextual review of the cross-cultural challenges that my Company came across can be outlined as follows: first, when our partners entered the room for negotiations and negotiations took place, they were focused on our Chief. He sat quietly and then it appeared that this man was our Chief. They impressed me by their tolerant and neutral attitude to what was said during negotiations. Moreover, it was surprising to them that line managers from their Company solved some crucial issues and in our company only senior managers could do that. It was unusual for me, but of course, I was full of respect, because it is our