Decisions are usually delegated to individuals rather than discussed collectively.

Employees tend to challenge management before accepting important decisions.

Its relatively hierarchical structure can coexist with consensus-based decisions.

Its managers have less authority than those in more egalitarian cultures.

British managers expect employees to reach agreement before presenting evidence.

British managers tend to avoid factual observations when defending an idea.

British managers generally rely more heavily on personal relationships.

British managers tend to present their conclusion earlier in the argument.

Communication style and criticism do not necessarily follow the same cultural pattern.

High-context cultures are generally more critical of employee performance.

Direct communicators usually soften negative feedback in professional situations.

Americans are more comfortable receiving criticism than giving it.

Speakers avoid giving information that might lead to disagreement.

Professional messages tend to be more detailed than personal ones.

Part of the intended meaning has to be inferred rather than explicitly stated.

Speakers generally provide extensive factual evidence before expressing an opinion.

To establish a common management style for international organisations.

To identify which national cultures produce the strongest managers.

To help people adapt their leadership to different cultural environments.

To encourage international teams to abandon culturally specific practices.