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D bw p - country profiles - denmark
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Paco J
Cuesta
DENMARK
http://doingbusinesswithpeople.weebly.com/
PSYCHOLOGY
Demark (…) corresponds to the faculty of determining the validity of evidence.
The Danes are, indeed, noted for their good sense, sound judgment, and clear, vigorous thought; and they show remarkable similarity to the English in their character, spirit, and ways of thinking and acting.
Psychology of the NationsA.L.Kip
http://doingbusinesswithpeople.weebly.com/
DIMENTIONS: POWER DISTANCE
Denmark scores very low in Power Distance
• Very egalitarian mindset
• The Danes believe in
• independency,
• equal rights,
• accessible superiors
• employee autonomy
• management that facilitates and empowers
• Workplaces have a very informal atmosphere
• Direct and involving communication and on a first name basis
Data: geert-hofstede.com
UAI
MAS
IDV
PDI
23
16
74
18
DENMARK UK NETHERLANDS
DIMENTIONS: INDIVIDUALISM
Denmark is an individualistic society
• High preference for a loosely-knit social framework in which individuals are expected to take care their immediate families only
• Danes. Small talk is kept at a minimum and you do not need to create relationships first.
• Danes are also known for using a very direct form of communication.
.
Data: geert-hofstede.com
UAI
MAS
IDV
PDI
23
16
74
18
DENMARK UK NETHERLANDS
DIMENTIONS: MASCULINITY
Denmark is a feminine society
• It is important to keep the life/work balance and you make sure that all are included
• An effective manager is supportive to his/her people, and decision making is achieved through involvement
• Managers strive for consensus and people value equality, solidarity and quality in their working lives
• Conflicts are resolved by compromise and negotiation and Danes are known for their long discussions until consensus has been reached.
Data: geert-hofstede.com
UAI
MAS
IDV
PDI
23
16
74
18
DENMARK UK NETHERLANDS
DIMENTIONS: UNCERTAINTY AV.
With a score of 23 Denmark scores low on this dimension
• Danes do not need a lot of structure and predictability in their work life.
• Plans can change overnight, new things pop up and the Danes are fine with it.
• Curiosity is natural and is encouraged from a very young age.
• What is different is attractive!
.
Data: geert-hofstede.com
UAI
MAS
IDV
PDI
23
16
74
18
DENMARK UK NETHERLANDS
BUSINESS ETIQUETTE
• Appointments are necessary.
• Send an agenda before the meeting and work from it without deviation.
• You should arrive at meetings on time. The Danes you are meeting will be punctual.
• Shake hands with everyone upon arriving and leaving. Handshakes should be very firm and rather short. Maintain eye contact while being introduced. Always shake hands with women first.
• Decisions are made after consulting
with everyone involved.
• Presentations should be well-organized
and factual: use facts, figures and charts
to back up statements and conclusions.
• Danes prefer to get down to business
quickly: communication is direct.
Text: KwintessentialPhoto: www.decoist.com
MANAGEMENT
• The Danes like to treat all people with equal respect and deference.
• Denmark is a controlled-time culture, and adherence to schedules is important and expected
• The role of the leader is to harness the talent of the group assembled, and develop any resulting synergies.
• The leader will be deferred to as the final authority in any decisions that are made, but they do not dominate the discussion or generation of ideas.
• Cross cultural management needs to understand the Danes fundamental belief in an egalitarian society.
Text: KwintessentialPhoto:http://minifigures.lego.com
MOTIVATING FACTORS
• Humor is an important factor - mild cynicism is acceptable.
• They are very interested in profit but often pretend it is only secondary.
• They insist on tolerance of views and flexibility.
• Stick to facts and analyse them intelligently.
• Make all proposals seem reasonable.
• Avoid
• Being overly serious; Danes think Swedes are so.
• Showing you think you are cleverer than they are.
• Laughing at them or at things Danish.
• Patronizing them in any way.
• Showing too much interest in materialism
or bottom-line focus.
• Infringing on anybody 's rights.When Cultures Collide: Leading Across Cultures, by Richard D. Lewis
Photo: www.comparestoreprices.co.uk
http://doingbusinesswithpeople.weebly.com/
DENMARK
Photo: 3.bp.blogspot.com