The business culture in Germany presents a fascinating picture in the mid-1990s. Attempts are still being made to introduce into eastern Germany the beliefs, attitudes and core values of the business culture which have been responsible for so much success and prosperity in the west - but have for many years been culturally rejected by the east. In his new book, Collin Randlesome identifies strengths and conservatism as two of the most powerful of these western values. Collin Randlesome identifies strength and conservatism as two of the most powerful of these western values and he suggests they find their general expression in: *a social, rather than a free market economy *a solid manufacturing base *a strong emphasis on research and development in industry *concern for the physical environment *a nurturing, long-term view of business. Criticism of German companies has often focused on the less tangible aspects, however, such as a tendency to be product-led and an aversion to risk and the spirit of enterprise. Eastern Germany has developed in a very different direction, and the author examines the effects of introducing western values here, as well as the conflicts and contrasts that have arisen. Perhaps the most fascinating aspect of this merging of cultures is the reaction to the integration process by Germans themselves. The differing responses of people in both western and eastern Germany are recorded in detail.

'Why they are complaining?' 'Why do they treat me this way?' 'Why are they offending my team?'Intercultural misunderstandings are a pain. Fact-oriented cultures and relationship-oriented cultures clash. They have different styles of communication, different views on the same things, and contrary core values. The Germans are fact-oriented. Their habits make doing business with them a challenge. This book educates managers and professionals on how best to work with Germans and helps them avoid intercultural misunderstandings. It reveals the three key characteristics for consideration to make business with Germans a success: directness — adherence — commitment.

Seminar paper from the year 2006 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,3, http: //www.uni-jena.de/ (Philosphische Fakultät - Lehrstuhl Interkulturelle Wirtschaftskommunikation), course: Interkulturseminar USA-Deutschland, 15 entries in the bibliography, language: English, abstract: Globalization has led to remarkable changes in the way we conduct the world's business. International Mergers and acquisitions are en vogue today. The advantages quoted by managers include advantages of scale, increased shareholder value, access to new markets, lower overheads and so on. The number of international mergers and acquisitions between German and American companies increased a lot during the last years, as well. At the beginning there are high hopes and elation connected with the deal. But the long-term reality, however, is much the opposite. At least 50 percent of all international mergers and acquisition activity fails, no matter how the success is measured. There are also lots of companies who failed, who are therefore not able to benefit from some positive synergy effects like cost reductions. Why did that happen? A survey tried to analyze the reasons for this. The surprising result was that just 30% of the failures were attributed to the "hard factors" of business, like planning, finance or technology. For the rest, the reason lay in the so-called "soft factors", which contain cultural and organizational behaviour. Somewhat less acknowledged, although hardly disputed, is the positive and negative impact of cultural aspects on the success of M&A activity. The following work reveals the differences between American and German business culture and also analyzes its historical and social background. Thereby, the main goal is to disprove that American and German business styles are almost similar. Furthermore, at the end the reader should know more about the existing differences between t

A must-read guide for every businessman.Which abilities' needs today a businessman working for a company that claims not only in domestic market but also in the German market? This book aims to raise awareness of the environment and the German typical errors that can be easily avoided if there is some concern in trying to understand the German mentality, the German market and the situations you will encounter when approaching the market. Doing business with Germans can be difficult, but it need not be. This guide to doing business in Germany is intended to highlight some important key areas that one may encounter in Germany. After ten years in Germany, I know the country inside out. Readers should understand that this book, although it concentrates on business culture, is intended to be useful to anybody planning to deal with Germans in any way.

Bachelor Thesis from the year 2016 in the subject Economics - Case Scenarios, grade: 2,6, University of Applied Sciences Koblenz (Wirtschaft), language: English, abstract: This paper tries to determine the main differences between Germany and Singapore and to answer the question what Germany can learn from Singaporean business culture. Since the world is becoming more and more multicultural, international and connected, cultures and their components change over time. Modern companies of today, who are looking to do business in Europe and Asia are most successful when building up regional headquarters rather than focus on a specific market with country-specific headquarters. In the past, Singapore became the predominant location for regional headquarters in Asia (especially South-East Asia) for various reasons. The former British colony provides all necessary aspects to attract foreign direct investments in conjunction with an English speaking environment. As of today Singapore became one of best and easiest countries to do business with in conjunction with a stable political environment. The counterpart in Europe for Singapore is the export-oriented Germany. After its reunification in 1990, Germany became the strongest economic power in Europe and one of the strongest worldwide. With the focus on export to all continents, it is necessary to build up headquarters around the world to maximize the effectiveness. Today, about 1400 German firms are located in Singapore, which makes them an important partner. Since multinational companies become bigger and more involved in different sectors, success in business will inevitably demand a change of corporate and business culture. Therefore it is important to understand foreign cultures and business cultures to better adapt to the foreign culture. Additionally improvements of other business cultures can be used and implemented into the own business culture.

Many business leaders, when they begin to work overseas or interact professionally with teams abroad, are surprised by how much they thought they knew about the other culture, but how little it counts for on the ground. The reality is that communication is multi-dimensional, and simply knowing a foreign language doesn't mean one automatically understands the culture that goes with it. Idiom, psychological factors and cultural nuance all come into play. To grasp a culture, and communicate meaningfully to it, you need familiarity with language, of course, but also with non-verbal communication, customs, perceived values, and concepts of time and space. "Melissa Lamson," with years of experience in creating and nurturing high-performing global teams, understands how "It's not enough to know the language!" In her book, " No Such Thing as Small Talk," she focuses on Germany, a major business partner for the United States, and the country in which she has lived and worked for over a decade. Business leaders today expect to face cultural differences when they do business with, for example, China or Brazil. But with a Western, industrialized country like Germany, one that displays a business etiquette and work ethic similar to the United States, it is easy to overlook the differences simply because so much appears, on the surface, to be the same. The differences are not in your face but subtle. And these small, yet critical, differences are exactly what Melissa's book will help you identify, respect and bridge. Melissa succinctly presents what she calls seven keys, or principles, to unlocking the German business mind. Her principles, whether they relate to process, punctuality, discipline or email communication, are insightful, personal and compelling. Not only does she clearly lay out the differences, but she also offers a cultural perspective that is rich with personal narrative. If you plan to be in any way professionally engaged with Germany--whether you wish to participate in trade fairs, carry out negotiations with partners or colleagues, discuss schedules or terms with customers, or even apply for a job in Germany--the appropriate cultural understanding, as this book describes, will create mutual trust and will quite likely be the key to your business success.

Sylvia Schroll-Machl writes about German cultural standards. Although her work is empirically ascertained and presented in a systematic way, she is able to maintain a certain self-critical levity. Her target groups are Germans and foreigners, who vocationally have something to do with Germans. Her goal is to promote mutual understanding and to offer assistance for intercultural interactions.

Seminar paper from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, Pforzheim University, language: English, abstract: This paper gives a brief overview about essential differences between the German and American business culture. Nowadays business is run globally and does not know any barriers. Trade and access to new markets are expanding, international mergers and acquisitions or joint ventures are increasing, business relations are getting strongly interconnected worldwide. Therefore, managers have to take into account national and international regulations. Employees of multinational companies work in various countries for a certain period, students go abroad as interns in order to gain work and intercultural experiences. Countries all over the world are involved in business issues, includ-ing the differences regarding cultures, societies, and the way of doing business, that creates not only opportunities but represents challenges as well. Through globalization business faces many workplace related cultural differences.