Custom essays on Peculiarities of the European business ethics and culture

Due to the growing globalization process many multinational companies are increasingly entering the European market, that leads to increasing number of international transactions, projects and other forms of cooperation between companies from different countries. Does this mean that for successful business it is enough to know the general rules? No, the evidence is quite the contrary, as approaches to implementing the same projects, for example, in Russia and Germany, have own characteristics and great differences. This is the first rule that everyone must learn who is going to work with foreign partners or to make a career in European companies.
For example, the Germans are very punctual, which is important for Italians who often do not meet the time frame, and the fact that it. Russian people, according to R. Lewis, have much in common with the peoples of European countries – Italy, Spain, Germany and even England, their open-mindedness and friendliness help to avoid conflicts when dealing with other cultures.

United Kingdom
Independence, which is close to the exclusion -is the basis of human relations in Britain. The English have a highly developed sense of justice, so when doing business they profess belief in fair play, do not tolerate cunning and deceit. One of the most serious accusations, that person can make to an Englishman is to show that he has violated the rules.
“When you live among the English, every step becomes convinced that they, firstly, extremely law-abiding people, and secondly, the inveterate individualists. How do they manage to combine in their nature these two such incompatible traits? British are used to look at the standards of conduct as a sort of game rules, and ethics is the basis of public morality.”(Wederspahn 1997/1998)
British people are very observant, they do not accept sham, and can easily find professional incompetence in partners. British businessmen are considered the most qualified in the business world of the West. They are able to carefully and skillfully analyze the situation evolving in the market, to make short-and medium-term forecasts.
France
French business partners are difficult people in the personal sense, that is due both to the historical role of France in world history and features of their upbringing and education. According to the researchers of the national character, the French are more gallant than polite, skeptical and prudent, crafty and resourceful, and at the same time – enthusiastic, witty and generous. Sometimes they exhibit ease of handling, which borders with the familiarity, and sometimes – arrogant because they believe themselves the first nation in Europe. As a result, many foreign partners usually are fascinated by the French charm, but find that to maintain the business relationship with them is not easy.

In addition, the French are very sensitive about the use of English as an international standard, as in the recent past the French language was the basis of diplomatic and international negotiations. Therefore, business partners must have a qualified interpreter with fluent in French, as the French are sensitive to errors of foreigners in their language.
French businessmen are always carefully preparing for the negotiations, they like to thoroughly examine all aspects and implications of incoming proposals. As a result, they pre-determine their position in the negotiations, and then strongly defend it, not accepting compromises. During the discussions, they skillfully and artfully defend their principles, but are not inclined to bargaining.
Differences in the negotiations with the British and the French concern not only the content of negotiations but also their form. If the art of conversation in England is often reduced to the ability to be silent (in the British perceive restraint and propriety), then in France people love and know how to be witty, but silent man is puzzling them.
In France, many important decisions are made not only in the office, but also at the dinner table: business prima and negotiations may be in the form of a cocktail, breakfast, lunch or dinner. In business life in France communication and personal relations play an important role, therefore, new contracts are usually established through intermediaries.
It is important to mention that in contrast to American businessmen, the French tend to avoid risky financial operations, preferring reasoned ones, and thoroughly discuss every detail of the impending transaction and the likelihood of success or failure.
d) Germany
The Germans are characterized by work ethic, diligence, punctuality, frugality, rationality, organization, thoroughness, skepticism, seriousness, prudence and the desire to order in everything. If partners want to call the respect of their German colleagues, it is necessary to emulate these qualities, and for a time to forget about the disorganization. For example with punctuality people can earn the respect of their German counterparts, which in turn will be beneficial for the negotiation process. If the partners are skeptical that they can observe all terms and conditions of agreements with their German colleagues, it is better to abandon the proposals in advance, otherwise the reputation will be hopelessly flawed.

 
Conclusion
While cultural factors described above in one way or another affect all organizations, including organizations operating at the international level, has high complexity due to a unique complex of factors that characterize each country.
In fact the influence on business development in international scale have lots of cultural factors. People by their nature are egocentric, so their behavior is often determined by the already established system of values. It is impossible to try to impose their vision of the partner things, but the business should be conducted by employing intuition, and the art and knowledge of international business ethics will help to succeed in Europe.

References
Dunkel, A, 2004, “Culture Standards and their impact on teamwork – An empirical analysis of Austrian, German, Hungarian and Spanish culture differences”, Journal for East European Management Studies, January
Wederspahn, G M, “Managing Cultural Differences: Challenges for Americans Doing Business in Europe”, Site Selection, Dec. 1997/Jan. 1998, 1104-1109.
Heller, MA, “Managing Global Diversity”, Hispanic, vol. 6, Issue 5, June 1993, page 66.
Holden, N.J, 2002, “Rethinking culture for the global economy: some challenging implications for intercultural trainers”. Newsletter of SIETAR Deutschland. 4-7, 28.