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Let’s make a deal. Great Britain.
1 In theory, official working hours are normally 09.00-17.00 Monday to Friday. In practice, most employees work considerably longer hours; many will be at their desks by 08.30 and executives rarely leave before 19.00. Generally, the British prefer staying late in the office to taking work home with them, even if they do carry a briefcase (their “executive lunch-box”).
2 Appointments should be made at least a few days in advance and, ideally, confirmed on arrival in the UK. Most British businessmen are not so jealous of their diaries that they will decline to meet a visitor even at relatively short notice. Grander members of the so-called “Establishment”, however, may have uncooperative PAs to shield them, whilst jet-setting entrepreneurs may be genuinely too busy. Cold calling is not appreciated.
3 The easiest times of day to arrange an appointment are probably mid-morning (say 11.00) and mid-afternoon (say 16.00). Breakfast meetings are rare outside London and other major cities and it is unlikely that an initial meeting will involve lunch (or dinner).
4 Punctuality is appreciated but no one really minds if you arrive a little late (up to 15 minutes) for a one-to-one meeting.
5 Whilst younger, junior employees are perfectly capable of conducting negotiations at a distance, it is always desirable to send older, senior representatives to the United Kingdom for face-to-face discussions. This is not to say that British businessmen believe young people are incapable of performing the task, but there is an element of distrust of whiz-kids straight out of business school with a gleaming MBA.
6 Similarly there are industries, notably manufacturing, in which there are comparatively few women in senior managerial positions even though women make up a higher percentage of the total workforce than in other EU countries.
7 In keeping with their undemonstrative nature, British businessmen approach their work in a detached way that regards objective facts and solid evidence as the only legitimate forms of persuasion; feelings and personal relationships are usually irrelevant.
8 Thorough preparation is important: you should bring a plentiful supply of business cards (which are normally exchanged at the end of the meeting) and ensure that you have the proper materials for making effective presentations.
9 Modern British business is driven much more by results than by the application of strict process. Although British businessmen tend to emphasize short-term results rather than long-range objectives, they are generally interested in long term relationships rather than quick deals.
10 Precedent plays an important part in decision-making. The British tend to follow established rules and practices and company policy is the primary authority at all levels of the organization.
11 Decision-making can be a slow, deliberate process and rushing or putting pressure on the decision-maker is usually counterproductive; in the end, the Managing Director (the most senior executive in the majority of British companies) will reach a final decision that may be unilateral and is effectively irrevocable.
12 During initial meetings, facial expressions are kept to a minimum and it may be difficult to perceive what the other participants are thinking but you can be sure that they are observing intently even when they appear to be doodling absent-mindedly. You should also note how the participants interact and try to ascertain who are the key players for the success of your project. The British are relatively taciturn by nature and it may be that the quietest person around the table actually wields the most influence and/or power.
13 Be aware in your dealings that the British are masters of understatement and the irony is the favourite weapon. Humour also plays an important role in business discussions; having a repertoire of jokes and anecdotes can be an asset and good raconteurs should make the most of their talent.
14 Giving gifts is not a normal part of British business culture. Indeed, British business colleagues are quite likely to feel embarrassed to receive any gift at all. Small gifts such as a pen or a book, suitably inscribed, would be suitable tokens of genuine gratitude and flowers or wine/champagne suffice to thank (junior) colleagues for their services.
Notes:
jet-setting entrepreneurs-предприниматели, относящиеся к международной элите
whiz-kids-талантливые дети
MBA-Master of Business Administration
II. Письменно ответьте на следующие вопросы:
1. What are working hours in practice in Great Britain?
2. Why is it desirable to send older representatives to Great Britain for face-to-face discussions?
3. Women make up a higher percentage of the total work force in Great Britain than in other EU countries, don’t they?
4. Is modern British business driven by results or by the application of strict process?
5. Are the British relatively taciturn by nature?