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CHAPTER 11 • GLOBAL/INTERNATIONAL ISSUES 337

dramatically across cultures. For example, belching is acceptable in some countries
as evidence of satisfaction with the food that has been prepared. Chinese culture
considers it good manners to sample a portion of each food served.
8. To prevent social blunders when meeting with managers from other lands, one must
learn and respect the rules of etiquette of others. Sitting on a toilet seat is viewed
as unsanitary in most countries, but not in the United States. Leaving food or drink
after dining is considered impolite in some countries, but not in China. Bowing
instead of shaking hands is customary in many countries. Some cultures view
Americans as unsanitary for locating toilet and bathing facilities in the same area,
whereas Americans view people of some cultures as unsanitary for not taking a bath
or shower every day.
9. Americans often do business with individuals they do not know, unlike businessper-
sons in many other cultures. In Mexico and Japan, for example, an amicable
relationship is often mandatory before conducting business.
In many countries, effective managers are those who are best at negotiating with
government bureaucrats rather than those who inspire workers. Many U.S. managers are
uncomfortable with nepotism and bribery, which are practiced in some countries. The
United States has gained a reputation for defending women from sexual harassment and
minorities from discrimination, but not all countries embrace the same values.
American managers in China have to be careful about how they arrange office furni-
ture because Chinese workers believe in feng shui, the practice of harnessing natural
forces. U.S. managers in Japan have to be careful about nemaswashio, whereby Japanese
workers expect supervisors to alert them privately of changes rather than informing them
in a meeting. Japanese managers have little appreciation for versatility, expecting all man-
agers to be the same. In Japan, “If a nail sticks out, you hit it into the wall,” says Brad
Lashbrook, an international consultant for Wilson Learning.
Probably the biggest obstacle to the effectiveness of U.S. managers—or managers
from any country working in another—is the fact that it is almost impossible to change the
attitude of a foreign workforce. “The system drives you; you cannot fight the system or
culture,” says Bill Parker, president of Phillips Petroleum in Norway.
The Mexican Culture
Mexico is an authoritarian society in terms of schools, churches, businesses, and families.
Employers seek workers who are agreeable, respectful, and obedient, rather than innova-
tive, creative, and independent. Mexican workers tend to be activity oriented rather than
problem solvers. When visitors walk into a Mexican business, they are impressed by the
cordial, friendly atmosphere. This is almost always true because Mexicans desire harmony
rather than conflict; desire for harmony is part of the social fabric in worker–manager rela-
tions. There is a much lower tolerance for adversarial relations or friction at work in
Mexico as compared to the United States.
Mexican employers are paternalistic, providing workers with more than a paycheck,
but in return they expect allegiance. Weekly food baskets, free meals, free bus service,
and free day care are often part of compensation. The ideal working condition for a
Mexican worker is the family model, with people all working together, doing their share,
according to their designated roles. Mexican workers do not expect or desire a work envi-
ronment in which self-expression and initiative are encouraged. Whereas U.S. business
embodies individualism, achievement, competition, curiosity, pragmatism, informality,
spontaneity, and doing more than expected on the job, Mexican businesses stress collec-
tivism, continuity, cooperation, belongingness, formality, and doing exactly what
you’re told.
In Mexico, business associates rarely entertain each other at their homes, which are
places reserved exclusively for close friends and family. Business meetings and entertain-
ing are nearly always done at a restaurant. Preserving one’s honor, saving face, and look-
ing important are also exceptionally important in Mexico. This is why Mexicans do not
accept criticism and change easily; many find it humiliating to acknowledge having made
a mistake. A meeting among employees and managers in a business located in Mexico is a