INTERCULTURAL MANAGEMENT - SOUTH AFRICA
BEING A MANAGER IN SOUTH AFRICA
Management Guide South Africa
Successful cross cultural management is more likely is you
understand the importance of spending time developing personal relationships
and getting to know your colleagues. Because the country was closed to outside
influences for many years, some older Afrikaners remain suspicious of anyone
who might dilute their culture, including foreigners.
There are strong regional differences that affect
the way business is conducted. There may be a lack of time urgency in cities
such as Cape Town that is best explained by the phrase "just now",
which means immediately, just past, now, later, or sometime in the future;
whereas business can be quite fast paced in Johannesburg.
The white "Old School Tie" or "Old Boy"
network that ran major businesses two decades ago is slowly being replaced by a
new generation of executives who are more interested in accomplishment than
where someone went to school. This is a country in transition and successful
cross cultural management is more likely is you understand that you should
expect to find many different management styles. Often the behavior you
experience will be more a matter of personality than cultural dictate.
The Role of a Manager
The purpose of meetings in South Africa is to
share information among co-workers. There is not a great deal of emphasis
placed on position or status. All present are assumed to have value and
therefore have value to contribute. The agenda will be set by the leader, and
the leader will guide the pace and content of discussions, but all present have
both an obligation and a right to contribute.
Meeting schedules are not rigid in South Africa.
There may be an agenda, but it serves as a guideline for the discussion and
acts as a springboard to other related business ideas. As relationships are
highly important in this culture, there may be some time in the meeting devoted
to non-business discussions. Time is not considered more important than
completing a meeting satisfactorily, so meetings will go on until they come to
a natural ending.
Approach to
Change
South Africa’s intercultural adaptability and
readiness for change is apparent. South Africa is seen to have a medium
tolerance for change and risk. It is important for innovations to have a track
record or history noting the benefits if they are to be accepted and
implemented.
The fear of exposure, and the potential of
embarrassment that may accompany failure, brings about aversion to risk.
Because of this attitude, intercultural sensitivity is going to be required,
especially when conducting group meetings and discussing contributions made my
participating individuals.
Approach to
Time and Priorities
South Africa is a controlled-time culture, and
adherence to schedules is important and expected. In South Africa missing a
deadline is a sign of poor management and inefficiency, and will shake people’s
confidence.
Since South Africans respect schedules and
deadlines, it is not unusual for managers to expect people to work late and
even give up weekends in order to meet target deadlines. Successful
intercultural management will depend on the individual’s ability to meet
deadlines.
Decision
Making
As with many other aspects of South African
business, the relationship between managers and subordinates is changing.
Afrikaner managers were known for being autocratic; however, the management
style is becoming increasingly collaborative. That is not to say that
hierarchical relationships are not respected.
Boss or
Team Player ?
In South Africa, groups collaborate well together
as teams. Members are generally chosen to participate based on tangible skills
or the knowledge base they bring, and are equally welcome to contribute to any
discussion that may arise. The success of the cross cultural manager
will depend on the individual’s ability to harness the talent of the group
assembled, and develop any resulting synergies.
Communication and Negotiation Styles
Women have yet to attain senior level positions.
If you are a woman, you can expect to encounter some condescending behavior and
to be tested in ways that a male colleague would not. Do not interrupt a South
African while they are speaking. South Africans strive for consensus and
win-win situations. Include delivery dates in contracts as deadlines are often
viewed as fluid rather than firm commitments. Start negotiating with a
realistic figure. Decision-making may be concentrated at the top of the company
and decisions are often made after consultation with subordinates, so the
process can be slow and protracted. Patience may be a necessary cross cultural
attribute.
Want more? Go to the Intercultural Management
Guides page
