burger king: promoting a food fight
Kuwait Cultural behaviors according to Hofsted’s
Power distance:
In the work place you should expect seeing that small employees are not allowed to communicate, propose ideas directly to the higher management and they are kept away. They can only talk to the direct manager who will take an advantage of this employee by taking the credit of small employee’s innovations and ideas as he will convey it to the top management unlike Germany as you have an open door policy and everyone gets awarded according to his work and efficiency. Centralization is highly noticed in Kuwait; it’s all about top management, individual and small employee’s efforts are not appreciated and there’s a gap in the salary scales between them. Society leaders and organization managers are taking more privileges and incentives compared to ordinary people. Negotiation is not acceptable especially if the owner and the director is Kuwaiti and monitoring the work flow day by day and occupying a managerial position in the company which is opposite to Germany where productivity is a key term and equality is a dominant principle. You have also to pay attention to whatever the manager is asking you to do, you have to listen carefully and do the recommended task without any negotiation. You will also notice destabilization practices such as “hire and fire” which are not practiced in Germany due to the conservative outlook of the management. Job descriptions and tasks are highlighted and mentioned in the contract but you might see an employer asking you to do a task which is not mentioned in the contract, due to the power distance locals tend to convey the task without objecting.
Uncertainty avoidance:
You should note that the management will have a hard time engaging a new business line or to invest in something new due to the fear of losing or not being able to commit to the investment. Sticking to the rules is a mandate for the employees, organization does not persuade expansion through
Power distance:
In the work place you should expect seeing that small employees are not allowed to communicate, propose ideas directly to the higher management and they are kept away. They can only talk to the direct manager who will take an advantage of this employee by taking the credit of small employee’s innovations and ideas as he will convey it to the top management unlike Germany as you have an open door policy and everyone gets awarded according to his work and efficiency. Centralization is highly noticed in Kuwait; it’s all about top management, individual and small employee’s efforts are not appreciated and there’s a gap in the salary scales between them. Society leaders and organization managers are taking more privileges and incentives compared to ordinary people. Negotiation is not acceptable especially if the owner and the director is Kuwaiti and monitoring the work flow day by day and occupying a managerial position in the company which is opposite to Germany where productivity is a key term and equality is a dominant principle. You have also to pay attention to whatever the manager is asking you to do, you have to listen carefully and do the recommended task without any negotiation. You will also notice destabilization practices such as “hire and fire” which are not practiced in Germany due to the conservative outlook of the management. Job descriptions and tasks are highlighted and mentioned in the contract but you might see an employer asking you to do a task which is not mentioned in the contract, due to the power distance locals tend to convey the task without objecting.
Uncertainty avoidance:
You should note that the management will have a hard time engaging a new business line or to invest in something new due to the fear of losing or not being able to commit to the investment. Sticking to the rules is a mandate for the employees, organization does not persuade expansion through