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Arab Uprising and Leadership Styles...

By Dr. Hala Abdulqader Sabri


Associate Professor of Management

The Arab world is experiencing unprecedented turmoil. Any evaluation of its root causes would certainly
recognize that a fundamental change in Arab leadership style is required; a change that creates an
acceptance and eagerness to do things differently, and to keep pace with the rapidly developing global
and multi-cultural environments.

Within this context, management and organization scholars, in particular, have considered the role that
leaders play and raised further interest into the impact of leaders' behavior across cultures. Meanwhile,
some viewed that certain leadership styles were universal and effective in all situations; others suggested
that leadership should be examined within different cultural contexts. Having societal values influence
managerial and leadership styles as essential necessities to develop winning and competitive
organizations, this article adds to the understanding of these values and introduces a few insights where
cultural values are applied to managerial behaviors and leadership styles in the Arab culture.

Leadership in the Global Knowledge Milieu Much of the research on leadership until the midst of the last
century have concentrated on leaders who are more concerned with leader-follower transactional
relations that is established upon the exchange of rewards and threats for compliance. This exchange
relationship has been based on procedures and practices that provide positive reinforcements as an
incentive for higher performance. However, as knowledge workers are becoming important and leading
organizations are increasingly attracting well educated and well-informed individuals and providing
knowledge-intensive services and products, new approaches of leadership have emerged which assume
that leaders' success is manifested through their ability to manage cultural change and transformation.
Those transformational leaders have visions, are effective and induce dynamic changes in cultural values.

They support and motivate employees to reach higher levels of development, and stress achievement of
common mission and vision. This means that effective organizations require a special leadership style
that values and encourages cooperation, trust, learning, and innovation and provide incentives for
engaging in knowledge-based activities and processes. As such, transformational features of leaders are
better predictive factors of organizational performance than the traditional/transactional leadership style.

The Leadership and Culture Interface


Leadership exists in all cultures and is essential to the functioning of organizations within societies, but
what does appear to differ from country to country is the type of leadership that is most effective. These
differences can be partially explained by differences in assumptions and values across cultures.

Thus, the role of leaders as transmitters and upholders of values rooted in the culture is said to have an
important effect on organizational goals and strategies. Researchers identified two perspectives on the
effect of culture on leadership: the universal and the culturally specific. Meanwhile, the universal
perspective suggests that some concepts are generalizable across cultures, the culturally specific
suggests that many leadership theories developed in North American culture may not be generalizable
when used by leaders with different cultural orientations because they are bounded by their roots in
western cultures. Thus, the culture-specific perspective suggests that individuals with different cultural
values may perceive leadership differently. Hofstede (1991) explained these variations by setting global
dimensions that measure differences in leadership styles across cultures. He argues that every person
carries within himself certain patterns of thinking, feelings and actions which were learnt throughout
his/her lifetime.

He called them 'mental programs', and argued that their source lies within the social environment in
which one grew up and which distinguish the members of one group of people from another. Hofstede
studied managerial values in 53 countries and maintained that many differences exist between national
cultures on four cultural dimensions: power distance, uncertainty avoidance, individualism/ collectivism
and masculinity/ femininity. On a continuum, each of these dimensions indicates to high or low power
distance, strong or weak uncertainty avoidance, collectivist vs. individualistic and masculine vs. feminine
societies.

Power Distance: Highlights the extent to which the less powerful people in a culture accepts and
expects power to be distributed unequally. That is, a particular society is willing to accept a certain
"inequality" in power, which allows the fact that there will be some who lead and others who follow. So
one can go from "equality" (low power distance) to "authoritarianism" (high power distance) with the all
power concentrated in a few people. Therefore, in the organizations of high power distance societies,
there is a preference for autocratic or paternalistic style of leadership. Power in these countries is based
on family, friends and charisma and the ability to use force. In low power distance counties there is a
limited dependence of subordinates on bosses and preference for consultations and democratic style.

Uncertainty Avoidance: Reflects the extent to which people try to avoid ambiguous situations by
developing rules and laws that guide behavior. Coping with uncertainty is achieved through the domains
of technology, law and religion. Some authors have speculated that strong uncertainty avoidance cultures
may require more transaction-based leadership, while weak uncertainly avoidance cultures will tolerate
more innovative and transformational behavior.

Individualism versus Collectivism: It is the extent to which a culture encourages individuals as opposed
to group-centered concerns. In collectivist cultures, the interest of a group prevails over that of an
individual. By contrast, in individualistic cultures the emphasis is on personal commitment and
achievement. By considering this cultural orientation, some have implied that prevailing theories of
leadership are North American in nature, and are based on the assumptions of individualism as opposed
to collectivism, centrality of work and democratic value orientation.

Masculinity versus Femininity: Highlights 'masculine' cultures where performance is what counts,
ambition is the driving force and achievement factors are emphasized. In masculine cultures it is believed
that to be important is to have an opportunity for higher earnings and to attain recognition by doing a
good job with a chance for advancement. Challenging work satisfies the sense of accomplishment.
Meanwhile in feminine cultures, there is strong sex role distinction and womens work is identified to be
lying within the family domain.

Arab Culture and Leadership Style


For many, Arabs are considered as one nation, or one integrated society, which shares these common
characteristics: the environment, the people, the language, the religion, the social structure and the
culture, however, it lacks a unified political system. Hence, in approaching the issue of culture and
management in the Arab world, scholars contend that the driving forces to the study of management in
the Arab world are language, history, religion, traditional values and external forces. Scholars argue,
however, that the patriarchal formation encompasses the social structure of Arab societies, including
family, tribe and the religious sect. 'Tribalism' is integrated into the political and economic systems of
Arab countries which can be explored in the sense of family commitment and loyalty to the tribe, sense
of pride, sense of revenge, sense of aggression and ambition, overcentralization of power in the hands of
the tribe's chief (Sheikh), and the networking market which is based upon relationship with others,
bravery, rivalry, male domination, and love of prestige by social class.

Most of these features of the Arab culture are highlighted by Hofstede (1991) global research in which he
classified the Arab societies with high inclination to power and authority, high tendency to avoid risk and
uncertainty, and favors collectivist and in-groups relations and domination of males over females.

Hofstede explains:
The high Power Distance in Arab societies is indicative of inequality of power and wealth within the
society. Arab populations have an expectation and acceptance that leaders will separate themselves from
the group and this condition is not necessarily subverted upon the population, but rather accepted by the
society as part of their cultural heritage. Therefore, Arab societies are more likely to follow a caste system
that does not allow upward mobility of its citizens. The high Uncertainty Avoidance is an indication of an
effort to reduce uncertainty, by means of setting rules, laws, policies, and regulations.

This makes controlling everything in order to avoid the unexpected, the ultimate goal of Arab
populations. As a result, the society does not readily accept change and is very risk adverse. However,
when power and rules are combined, they create a situation where leaders have virtually ultimate
authority, and the rules, laws and regulations developed by those in power reinforce their own leadership
and control. Therefore, it is not unusual for new leadership to arise from armed insurrection, rather than
from diplomatic or democratic change. Arab societies are also collectivists and their relationship is
manifested in a close long-term commitment to the member 'group', being a family, extended family, or a
tribe. Loyalty to group members is paramount and overrides most other societal rules.

Conclusion
Much of the research on Arab management indicates that Arab organizations face many organizational
and managerial problems, stemming from their traditional bureaucratic design and prevailing power-
oriented culture, which denotes critical issues for Arab executives in their quest for success in a
competitive global environment. Many authors contend, in this regard, that Arab management practices
are a mix of hierarchical authority, rules and regulations contingent on personality and power of
individuals who make them, subordination of efficiency to personal relations and connections, uncertainty
in decision making, a generally patriarchal approach and nepotism. Others also indicate that Arab
managers lean towards prestigious positions, which are very title-oriented and so prejudiced by their
family structure that they behave like fathers and protectors of the business. Moreover, they have self-
protective traits, namely self-centeredness, face-saving, conflict induction and reliance on procedure. In
addition, family and friendship obligations take precedence over all others. On the other hand, Arab
employees are not allowed to voice their concerns or suggestions even within established channels.
Meanwhile, original thinking and creativity are condemned; compliance and obedience of followers are
rewarded.

Nonetheless, it can be argued that as communication technology has hastened the process of
globalization and worldwide relations, it has also served to harmonize the manner in which individuals
and organizations operate worldwide, creating challenges arising from different styles of communication;
e-mailing, blogs, network societies (on the Facebook), phone and video conferencing, online data
gathering and reporting. One major outcome of this technological communication is that it has changed
the face of the Arab world with the recent uprising of youths in several Arab countries. This uprising has
challenged, to a great extent, Hofstede's argument that Arab populations have an expectation and
acceptance that leaders will separate themselves from the group and this condition is not necessarily
subverted upon the population, but rather accepted by the society as part of their cultural heritage. The
new millennial generation in the Arab world may have been influenced by tribalism and historical events,
but these traditional sources of primary socialization may have had less impact on those individuals
because many of them may have been exposed to alternative sources of mental programming or
socialization, through higher education,overseas experience, the media and employment in foreign
corporations.

This line of argument recognizes the possibility that Hofstedes classification of the Arab culture may fail
to reflect an accurate picture of the effects of the mental programming or processes of secondary
socialization that many Arab youths are exposed to.

Reference
Hofstede, G. (1991). Cultures and Organizations: Software of the Mind. London: McGraw-Hill Book Co.

International Management Guides


Designed specifically for the traveling manager, these short, sharp guides
to being a manager in a foreign country offer invaluable insights and
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Saudi Management Guide


Intercultural Management - Saudi Arabia

Being a Manager in Saudi Arabia

Management Guide Saudi Arabia

The business set up in Saudi Arabia is extremely conservative and to ensure successful cross cultural
management you will need to maintain a proper degree of formality and treat everyone with respect. Older
people and those in senior positions are always deferred to and treated with the utmost respect.

Patience may be a necessary cross cultural attribute. Things generally take longer than expected since
meetings are frequently interrupted and Saudis take time to get to know you. In general, punctuality is
expected of the westerner but not of the Saudi. Never do anything that would make a Saudi appear less in
the eyes of others.

You will need a Saudi sponsor to enter the country. The sponsor acts as an intermediary and arranges
appointments with appropriate individuals.

Since Saudis will most likely judge you on appearances, stay in a high standard international hotel.
Likewise, wearing good-quality, conservative clothes will impress them.
The Role of a Manager

Cross cultural management will be more effective with an understanding of the individual roles and existing
hierarchy. Employees do not question the decisions that have been reached. Managers or those in a
position to do so will make decisions, while in general their subordinates will wait to be told what to do.

Approach to Change

Saudi Arabias intercultural competence and readiness for risk is low. Saudi Arabia is a low risk and low
change-tolerant culture. New projects will be carefully analyzed to assure that whatever risk they represent
is thoroughly understood and addressed.

In order for change to take hold, the idea needs to be perceived as good for the group and be accepted by
the group. Intercultural sensitivity is important with Saudi Arabias attitude toward risk dramatically impacted
by the negative ramifications of failure on both the individual and the group.

Approach to Time and Priorities

Cross cultural understanding is important when reviewing the approach to timelines. Saudis will not want
to upset others in order to force adherence to a deadline.

Things generally take longer than expected since meetings are frequently interrupted and several meetings
may be required to do what could be handled by a phone call at home. When working with people from
Saudi Arabia, its advisable to reinforce the importance of the agreed-upon deadline. Globalization and
intercultural expansion means some local managers may understand and appreciate the important of
adherence to schedules and deadlines.

Decision Making

Managers reach decisions after many discussions with major stakeholders. Once a decision is reached, it
is handed down to subordinates to implement. Employees do not question the decisions that have been
reached. Managers or those in a position to do so will make decisions, while in general their subordinates
will wait to be told what to do.

Boss or Team Player?

If you are working in Saudi Arabia, it is important to remember that honour and reputation play an important
role and so some cross cultural sensitivity will be required. The risk becomes amplified in a team or
collaborative setting. If you would like to encourage participation it is important first to clearly establish a
non-threatening work environment and communicate fully that team-member participation is desired.

Communication and Negotiation Styles


Business is personal. It will be impossible to finalize agreements without face-to-face contact. Decisions
are made slowly. Do not try to rush the process. Most decisions require several layers of approval. It may
take several visits to accomplish simple tasks. Saudis are tough negotiators. They believe that everything
is negotiable. Business is hierarchical. Decisions are made by the highest-ranking person. Repeating your
main points will be interpreted as meaning you are telling the truth. High-pressure tactics are counter-
productive. Decisions are easily overturned. When discussing price, Saudis will often make an initial offer
that is extremely low when they are buying. Conversely, when they are selling, their initial offer will be
extremely high. You may need to compromise on a point if someone's honor is at stake. There is a tendency
to avoid giving bad news and to give effusive acceptances, which may only mean "perhaps". Expect to be
asked to make concessions. Do so with great reluctance and insist upon a similar concession from the
other side.

Introduction
General

Saudi Arabia officially known as The Kingdom of Saudi Arabia is a country located on the
Arab Peninsula and is the second largest Arab nation.
The nation is separated into 13 provinces, with the national capital city being Riyadh.
The country currently has around 25 million inhabitants with approximately 5.5 million being
non-citizens.

Government

Saudi Arabia operates as an absolute monarchy with the royal family and king combining the
legislature, executive and judicial offices.
The country's laws are based on the Qur'an and Sunnah (traditions of Mohammed) and form the
unofficial constitution of the nation along with influences from Sharia (Islamic law).

Religion

Approximately 95% of the population is Muslim with 85-90% of those being Sunni and 10-15%
being Shia. Due to the vast majority of inhabitants being Muslim, the declared official language of
Saudi Arabia is Arabic.

Some of the most holy sites in the Muslim religion are located in Saudi Arabia including Mecca
and Medina, which instigate millions of pilgrimages to those locations annually.
Economy

Saudi Arabia is also one of the wealthiest Arab nations, deriving a majority (75%) of its revenue
from oil and petroleum.

Country Values
Country, or cultural values, are common beliefs and shared ideas about what is right or wrong, good or
bad, just or unfair in a society. These values are pervasive among the individuals within a given culture
and they cause people to behave differently under similar circumstances. Indeed, values "determine how
individuals will probably respond in any given circumstance" (Deresky, 97). Such values are passed down
through generations and represent the ways people behave and do things, their rationalities, and their
outlooks. Below is a chart displaying Hofstede's Value Dimensions of Saudi Arabia in comparison to the
United States. The dimensions represented in the model form the basis of the countries' attitudes, or
values, and link them specifically to the organizational context.

Power Distance (95)- PDI represents the level of acceptance by a society of the unequal distribution of
power between people in institutions/organizations. Subordinate acceptance of unequal power is socially
determined.

Saudi Arabia's high score on Power Distance illustrates the country's acceptance of a set hierarchy
with formalized roles.
Hierarchy is given utmost value, superiors can have complete authority over subordinates.
Centralized structure is the norm. Autocratic leadership in which subordinates expect to be told
what to do versus a more participative style in the US.
Even though group activity is typical, final decisions are made by the leader. Citizens do not have
a strong political voice.

Individualism (25)- IDV illustrates "the degree of interdependence a society maintains among its
members." Individualistic countries show more concern for the good of the individual whereas collectivist
cultures places more emphasis on cohesiveness of the group, social ties, and emotional dependence.

Saudi Arabia's low score on Individualism depicts the country as collectivist.


Arab history and culture is built on reciprocity of favors, support, obligation, personal
relationships, and loyalty to the group in the family, extended relationship, and organizational
setting. Loyalty often overrides societal rules and regulations.
Responsibility for group members is built into the Saudi Arabian society. Decisions in the work
setting often involve perceptions of one's group orientation.
Family, friends, and connections will often take precedence over business processes.
Strong distinction between the United States' orientation towards the individual and individual
achievement.

Masculinity (60)- MAS shows the level of traditionally masculine values that prevail in a society
including, competition, achievement/success, assertiveness, and lack of a concern for others. A low score,
a feminine society, places emphasis on being motivated by liking what you do, working to live, and caring
for others.

Saudi Arabia's score places it as a masculine society as opposed to a feminine society, although its
ranking is not as high as some other countries.
"Live to work" is prominent in masculine societies. Islamic work ethic is a commitment toward
fulfillment, work is a virtue and an obligation.
Mangers are decisive and assertive and highly committed to work ethic.
Avoid open admission of error because weakness is not considered manly.

Uncertainty Avoidance (80)- UAI represents how threatened a society feels by ambiguous situations
and therefore try to avoid uncertainty.

Saudi Arabia's score shows its preference for avoiding uncertainty, although it is interesting,
because these people generally feel that they have a low-level locus of control because things
happen based on the will of Allah (insha'Allah).
Strict rules, legal sanctions, and codes of belief are predominate in this society. Saudi Arabia is
not very tolerant of alternative or unorthodox behaviors, as evidenced, for example, in its highly
traditional and religious systems.
Very conservative culture with rules, laws, policies that prohibit change and restrict what others
might see as freedoms.

Long-term Orientation (no score)- LTO represents a country's propensity to focus on long-term
goals over short-term gains. A high LTO score means that society values investment in the future.

Although Saudi Arabia does not have a score on the Hofstede model, the country ranks more
towards long-term orientation as seen in their emphasis on social order and long-range goals.

The Religion and its Influence tab will highlight the predominance of Islam in Saudi Arabia and its affect
on how the people operate.

Religion and its Influence


Religion(s)- Islam is the official religion of Saudi Arabia

Islam permeates Saudi Arabians' lives in all facets, it is the driving force behind their personal, political,
economic, and legal lives. Religion governs how individuals behave and operate in nearly all contexts.
Because of the pervasiveness of Islam in the Saudi society, the rules of the religion are applied to the work
life as well. Business motives are held in the highest regard due to the Islamic work ethic of commitment
toward fulfillment. Work is viewed as a virtue and obligation, and work is seen as the determining factor
in the ability to enjoy one's social/family life. Businesses are typically arranged and operated according to
the values and beliefs of Islam. For instance, places of work build time during the day dedicated to prayer,
and during the month of Ramadan, people are less active during the day so businesses will often open and
close late.

Though the government of the Kingdom of Saudi Arabia is a Monarchy, it borders on a theocracy because
its rules are so deeply rooted in its Islamic roots. This wide reach of religion has been challenging for
companies from countries in which there is separation of state and religion.

Sensitivity to Islamic virtues


Observance of the Quran and Sharia

Work as personal or spiritual growth

Adherence to norms

Religion is especially prevalent when talking about women, and women in the workforce. Women and
men are separated; they have separated universities and businesses. Women comprise a large portion of
doctors and teachers, but only 7% of the total workforce. They are not permitted to drive, because this
may lead to evil behavior. They must wear abayas and cover their hair completely when in public.
Women cannot work alongside men except in medicine, otherwise they must have separate work
entrances and there must be partitions to divide the men and women.

In order for laws to be in effect there must be a body to enforce them, and Saudi Arabia does this with
the Mutaween, or religious police. For instance, they can hit women if they show any hair in public. In
addition to this, the government carries out beheadings and hand-severances in public and expects
passers-by to observe the punishments.

Company clashes examples:

Starbucks removed the face under the crown due to the fact that the display of a womans face in
public would be religiously immoral

Removal of face and hands from mannequins in department stores

McDonalds closes the doors, dim the lights, and stop attending to customers during the five daily
times of prayer

Some companies repurpose potential retail areas to create prayer areas

Language, Communication, Etiquette will familiarize you with the interpersonal nuances inherent in
Saudi Arabian culture
Language, Communication, Etiquette
Language
Arabic is the official language of Saudi Arabia, but English is also widely spoken in business discussions
and is the second language in schools. Within the non-Saudi population, languages such as Urdu, Farsi,
and Turkish are also spoken. The Arabic language itself communicates the Arabic culture, that of emotion
(Deresky, 137). Pervasive in the language are many adjectives and words that allow for exaggeration and
over-expression. Typically, loud speech is used for its dramatic effects. How words are spoken is often
more important than what is actually said.

Communication (Verbal and Nonverbal)


Verbal Communication:

Saudi Arabia is a high-context culture in which feelings and thoughts are not explicitly expressed. Saudis
prefer more indirect and implicit communication where individuals may need to use interpretation and
context to understand the intended meaning of the message. Often, people make varying degrees of
assumptions in the decoding process, based on either their knowledge of the person communicating, the
situation, or more likely, both. This form of communication is difficult for Westerners to understand
because they are likely used to a more explicit, specific, and direct manner of communication. The graph
below shows the level of context inherent in Saudi Arabia.

Westerners must also understand that in contrast to their direct and linear fashion of communicating,
Saudis are likely to go "off-topic" and switch subjects frequently within the conversation. It is not atypical
for the people of Saudi Arabia to start talking about one thing, for instance social talk, then switch to
business discussions, and then back to small talk. This reality is evidenced in the culture's regard towards
time. Arabs are polychronic in relation to time, meaning that they may focus on several things at once and
may be highly distractable. The socialization process is of such supreme importance to Arabs that they will
frequently interrupt conversations and continue to engage in socialization in order to develop the trusting
relationships on which business discussions are built. As a general rule, it is expected that conversations
involve pleasantries before getting to the motive behind the conversation.

Nonverbal Communication:

Saudi Arabia is considered a high-contact culture with regard to proxemics, preferring to be closer
together and touch more often in conversations (only same gender touching however, men and women
are to remain distant in public places). There is less of a concept of public and private space, and close
sensory involvement is an important part of connecting with other individuals and establishing
relationships.

Paralanguage refers to how something is said rather than the content. As discussed above, in Saudi Arabia
there is a high degree of paralanguage as seen in the culture's flowery speech, verbose expressions and
high-volume talking.

Kinesic behavior is communication through body movements. Direct eye contact is acceptable between
members of the same gender, and indirect to no eye contact is best for between genders. Indirect eye
contact between members of the same gender, however, can be misinterpreted as ignoring, so often there
will be a high level of intensity in this area. Some gestures in Saudi Arabia include:

Using only the right hand when it comes to greetings and giving/receiving items, the left hand is
considered dirty.
People motion to one another to come nearer with an extended arm, palm down, and making a
scratching motion with the finger. An upright finger can be viewed as an insult.
Hand under the chin and flicked forward indicates annoyance.

Etiquette Practices

Business etiquette:

Be patient. Do not try to jump into business transactions without first building relationships.
Do not try to rush the slow decision making process.
Avoid expressing doubts, recognize importance of honor and dignity to Arabs.
Dress and present yourself well, since you will likely be judged, in part, by your appearance. Be
conservative, and for women, be covered and do not wear tight clothing.
Give/receive business cards with right (clean) hand.
Be on time for meetings, but realize others may not be since deadlines and business schedules are
unimportant in Saudi culture.
Meetings not held privately, typically until trust has been established.
Be careful not to reject Saudi's efforts at hospitality (e.g. declining offering of refreshment).
Gifts not usually part of initial business meetings, avoid until relationships have been established.
Shoes should be removed prior to entering a carpeted room.
Showing the soles of shoes is inconsiderate.
Slouching in a seat or leaning against a wall is frowned upon because it shows a lack of respect.

Greetings and Niceties will detail other typical non-business related customs in Saudi Arabia

Greetings and Niceties


Meeting Etiquette

Men shake hands. Good friends may greet each other with a handshake and a kiss on each cheek.
Women generally hug and kiss close friends, otherwise greet cordially with hellos.
Men and women would not greet each other in public from outside the family. On rare occasions
they will greet with very good friends.
When Saudis greet each other they take their time with conversation.

Gift Giving Etiquette


Gifts are not the norm as in many other countries.

If you are invited to a Saudi's house bring something small and inexpensive as a thank you.
Do not make gift lavish, it could be seen as too much and may make it difficult for them to accept
it.
Never give alcohol unless you are positive they partake.

Dining Etiquette

Saudis socialize primarily in restaurants and international hotels when entertaining expatriates.
After some time you may be invited to the home.
Entertainment will generally be same-sex only. If both sexes are included, they will be in separate
rooms.

If you are invited to a Saudi's house:

You would remove your shoes before entering the house


Dress conservatively.
Try to arrive at the invited time. Punctuality is appreciated.
Show respect for the elders by greeting them first.
Accept the offer of Arabian coffee and dates even if you do not normally drink coffee.

Table manners

If the meal is on the floor, sit cross-legged or kneel on one knee..


Eat only with the right hand as the left is considered unclean.
Try a bit of everything that is served.
Honored guests are often offered the most prized pieces such as a sheep's head.
There is often quite a lot of food. Part of Saudi hospitality and generosity is to shower guests with
abundance.
There is little conversation during meals so that diners may relish the food.

Negotiation Styles and Strategies will explore what successful negotiations in Saudi Arabia entails
Negotiation Styles and Strategies
Many of the Saudi Arabian negotiation styles are very different from those that are seen in the United
States, for instance. The following negotiating styles highlight some of the common and expected features
of the Saudi culture. It is important to understand and keep these styles in mind when dealing with Saudi
business associates. Such negotiating styles include:

Develop trusting relationships first, Saudis do business with people, not the company.
Time is flexible in Saudi culture; meetings may start relatively "late."
o Casual approach to deadlines.
Saudi Arabian negotiations can be loud and aggressive, this is normal and can be a sign that Saudi
Arabian clients are interested in doing business.
More importance is given to social obligations and needs of group.
Frequently use affective appeals based on emotions.
Interested in the long-term, high long term orientation. So, Saudis are more likely than
Americans to make concessions in negotiating.
Conflict is handled indirectly and implicitly (high-context culture); avoid direct confrontation in
order to save "face" for all parties involved.
o Mediators often used to settle disputes.
References individuals who are well respected by opponents, thereby pressuring the counterpart
to change his or her mind.
Able to resist pressures that opponents exercise.
Negotiators frequently lack the authority to close a deal.
Touching or pointing feet at others is often seen as very rude in Saudi culture and should be
avoided when negotiating.
Women, unfortunately, are not typically valued as equals in the business world, so women will
likely be excluded from negotiations.
Management Styles, Group & Motivational Orientation will provide an overview of the typical
organizational climate in Saudi Arabia

Management Styles, Group &


Motivational Orientation
Management Styles

As discussed in the "religion and its influence" portion of this report, Islamic laws (Sharia) play a
fundamental role in guiding individuals in the workplace. In relation to managers in Saudi
Arabia, religion, along with the traditional nomadic tribal system, heavily influences the morals,
values, behaviors, and practices of managers. Typical management styles and practices inherent
in the Arab world include:

Clear demarcation/dichotomy between managers/leaders and subordinates (high Power


Distance).
Managers are authoritarian and make all decisions, which go unquestioned by
subordinates. Little delegation occurs, employees need guidance and clear instructions to
carry out work. The employees prefer the supervision.
Rule-bound and risk/innovation averse (shows uncertainty avoidance).
Style of management more non-egalitarian than as seen in the U.S.
Managers feel confident about making decisions in response to organizational problems.
Strong hierarchical lines throughout the country, managers tend to be instructional in
their approach. Chain of command followed rigidly.
Manager is expected to act like a father figure to subordinates due to the culture's strong
family structure. They believe they know what is best for employees.
Emphasis is placed on power through social contacts and family influence.
Preferential treatment to "in-group" as opposed to "out-group" members of an
organization.
Expected to act paternalistic to the identified in-group members, and their own relatives
(nepotism).

Orientation Towards Groups

Saudi Arabia is a collectivist culture, and as such, values relationships, family, and the good of
the group. Relationships are viewed as more important than business dealings, the job, or the
company. Group work is valued, as it is akin to the family. Business is affected by the collective
thinking of the Saudis. Harmony and loyalty to one another predominates in this society;
members of groups take care of one another (social obligation- i.e. offering protection for
loyalty).

Motivational Orientation
In Saudi society today, most individuals are motivated by status and position. The reasoning is that most
of the younger generation of Saudis have been exposed to their parents attaining high-ranking and well
paid positions, thus they are looking to follow suit. These people are not motivated to stay in lower-
ranking jobs, and in fact, they typically frown upon them. Labor-based jobs are considered unattractive
and dishonorable and have been filled by mostly foreigners because of this. Saudis feel compelled to seek
managerial positions. This reality has caused vast issues for Saudi Arabia, namely the inability to cultivate
a skilled workforce, a high unemployment rate, and a lack of advanced technology.

Other avenues of motivation include work/life balance, training and development opportunities, shame,
honor, social prestige, a secure place in society, and clear/unambiguous/complete direction from
superiors. Because of the family structure on which the culture is centered, and the non-individualist
values that Saudis hold closely, monetary-based methods as the primary source of motivation are not
likely to be the most successful in this cultural context. Other methods of motivation for yielding higher
results could include:

Linking the work that Saudis accomplish to its affect on the community, their family, or their
work group.

Offering upward mobility (to management positions) for quality and effective work. This offers a
means to achieving a higher status in society, which is deeply valued among the Saudi population.

Having the superior (father figure) guide the employee; show how the work can be meaningful,
how the workers can improve themselves and what results in success, while offering clear
expectations and encouraging shared responsibility. This training/development methodology
fosters heightened commitment.

Including benefits that fit the country culture, for example, including more time off of work in an
effort to achieve a higher work/life balance. This will hopefully increase employee retention and
morale.
Sources
Alzoman, Moudhi Mohammad. (2012, August). Effective Leadership of a Culturally Diverse
Workforce in Saudi Arabia Basic Industries Corporation (SABIC). University of
Portsmouth, UK.

Butler, Patty. Saudi Arabia Business Etiquette & Culture. http://www.cyborlink.com /besite/saudi-
arabia.htm

Culture Crossing. Saudi


Arabia. http://www.culturecrossing.net/basics_business _student.php?id=178

Deresky, Helen. (2011). International Management Managing Across Borders and Cultures. Seventh
Edition Pearson.

Idris, Abdallah M. (2007, March 22). Cultural barriers to improved organizational performance in
Saudi Arabia. http://www.freepatentsonline.com /article/SAM-Advanced-
Management-Journal/166537561.html

Kwintessential. Saudi Arabia- Language, Culture, Customs, and


Etiquette. http://www.kwintessential.co.uk/resources/global-etiquette/saudi-
arabia- country-profile.html

The Hofstede Centre. Saudi Arabia. http://geert-hofstede.com/saudi-arabia.html

TradeArabia. (2013, January 8). Work-life balance most motivating


factor. http://www.tradearabia.com/news/EDU_228578.html
World Business Culture. (2012). Business Management Style in Saudi Arabia and Doing Business in
Saudi
Arabia. http://www.worldbusinessculture.com/Saud
i-Arabian-Management-Style.html

"In This Section: Business Culture in Saudi Arabia." Top Tips on Saudi Arabian Business Attitudes
and Doing Business in Saudi Arabia. N.p., n.d. Web. 30 Apr. 2013.

"Saudi Arabia: Sustainability makes business sense." SaudiGazette. N.p., n.d. Web. 21 Apr. 2013.

"LG Launches Biggest Size Smart Home Appliances Line up in Saudi Arabia." AMEinfo.com. N.p.,
n.d. Web. 26 Mar. 2013.

"Countries and Their Cultures." Culture of Saudi Arabia. N.p., n.d. Web. 26 Mar. 2013.

What about Saudi Arabia?


If we explore the culture of Saudi Arabia through the lens of the 6-D Model, we can get a good
overview of the deep drivers of its culture relative to other world cultures.

Power Distance
This dimension deals with the fact that all individuals in societies are not equal it expresses the
attitude of the culture towards these inequalities amongst us. Power Distance is defined as the extent
to which the less powerful members of institutions and organisations within a country expect and accept that
power is distributed unequally.

Saudi Arabia scores high on this dimension (score of 95) which means that people accept a
hierarchical order in which everybody has a place and which needs no further justification. Hierarchy
in an organization is seen as reflecting inherent inequalities, centralization is popular, subordinates
expect to be told what to do and the ideal boss is a benevolent autocrat

Individualism
The fundamental issue addressed by this dimension is the degree of interdependence a society maintains
among its members. It has to do with whether peoples self-image is defined in terms of I or We. In
Individualist societies people are supposed to look after themselves and their direct family only. In
Collectivist societies people belong to in groups that take care of them in exchange for loyalty.

Saudi Arabia, with a score of 25 is considered a collectivistic society. This is manifest in a close long-
term commitment to the member 'group', be that a family, extended family, or extended relationships.
Loyalty in a collectivist culture is paramount, and over-rides most other societal rules and regulations.
The society fosters strong relationships where everyone takes responsibility for fellow members of
their group. In collectivist societies offence leads to shame and loss of face, employer/employee
relationships are perceived in moral terms (like a family link), hiring and promotion decisions take
account of the employees in-group, management is the management of groups.

Masculinity
A high score (Masculine) on this dimension indicates that the society will be driven by competition,
achievement and success, with success being defined by the winner/best in field a value system
that starts in school and continues throughout organisational life.
A low score (Feminine) on the dimension means that the dominant values in society are caring for
others and quality of life. A Feminine society is one where quality of life is the sign of success and
standing out from the crowd is not admirable. The fundamental issue here is what motivates people,
wanting to be the best (Masculine) or liking what you do (Feminine).

Saudi Arabia scores 60 on this dimension and is thus a Masculine society. In Masculine countries
people live in order to work, managers are expected to be decisive and assertive, the emphasis is
on equity, competition and performance and conflicts are resolved by fighting them out.

Uncertainty Avoidance
The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the
future can never be known: should we try to control the future or just let it happen? This ambiguity
brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The
extent to which the members of a culture feel threatened by ambiguous or unknown situations and have
created beliefs and institutions that try to avoid these is reflected in the score on Uncertainty Avoidance.

Saudi Arabia scores 80 on this dimension and thus has a preference for avoiding uncertainty.
Countries exhibiting high Uncertainty Avoidance maintain rigid codes of belief and behaviour and are
intolerant of unorthodox behaviour and ideas. In these cultures there is an emotional need for rules
(even if the rules never seem to work) time is money, people have an inner urge to be busy and work
hard, precision and punctuality are the norm, innovation may be resisted, security is an important
element in individual motivation.

Long Term Orientation


This dimension describes how every society has to maintain some links with its own past while dealing with
the challenges of the present and future, and societies prioritise these two existential goals
differently. Normative societies. which score low on this dimension, for example, prefer to maintain time-
honoured traditions and norms while viewing societal change with suspicion. Those with a culture which scores
high, on the other hand, take a more pragmatic approach: they encourage thrift and efforts in modern education
as a way to prepare for the future.
The normative nature of Saudi Arabian society can be seen in its low score of 36 on this dimension.
People in such societies have a strong concern with establishing the absolute Truth; they are
normative in their thinking. They exhibit great respect for traditions, a relatively small propensity to
save for the future, and a focus on achieving quick results.

Indulgence
One challenge that confronts humanity, now and in the past, is the degree to which small children are
socialized. Without socialization we do not become human. This dimension is defined as the extent
to which people try to control their desires and impulses, based on the way they were raised. Relatively
weak control is called Indulgence and relatively strong control is called Restraint. Cultures can,
therefore, be described as Indulgent or Restrained.
Saudi Arabia's intermediate score of 52 does not point to a clear preference on this dimension.
BUSINESS
DRESS
For Men For foreigners, conservative suits and ties are common for initial
meetings. Darker colors are the way to go. Jackets are not always a necessity.
Business casual attire is becoming more and more acceptable in many industries.
For Women - For foreigners, conservative yet stylish is a good choice. Avoid
wearing overly expensive accessories, dresses/skirts cut above the calf, low
necklines and sleeveless attire. Sleeves should cover at least to the elbow, up to
the wrist tends to be the norm. Pants are generally acceptable.
According to Saudi law, when in public all women must wear a long cloak called
an abayya which covers all clothing. In addition they must wear a head scarf
which covers the hair completely. Foreign women are expected to obey this law.
Traditional Saudi attire for men includes a thobes, which is a long white body robe,
a ghoutrah, which is a head cover and an egaal which is a black head-band .
Jeans and shorts are not worn in business situations.

TITLES & BUSINESS CARDS


Always give and receive business cards with the right hand.
It is a good idea to have one side of your business card translated into Arabic.

MEETINGS
Its always best to be on time for meetings, but do not necessarily expect all others
to show up on time.
Exchange greetings and pleasantries freely with everyone present, starting withthe
most senior person first then everyone else in turn.
Meetings do not tend to follow set schedules. Frequent interruptions and
cancellations are common. It's best to just go with the flow.
It is customary to remove your shoes before entering a carpeted room. When in
doubt, follow a Saudi counterpart's lead.

NEGOTIATIONS
Always remain calm during negotiations, Saudis do not tend to be very expressive
in public.
Always expect to bargain. It is a national sport of sorts and an integral part of the
Saudi culture.
Decisions are made from the top down and usually take time. It is important to
not come across as impatient or over eager.

GIFT GIVING
Gifts are not usually given at initial business meetings. It is best to avoid giving
gifts until a very strong bond has been established.
If invited to a Saudi home or at someone's office, be aware that it is not polite to
openly admire something which a Saudi owns or has on display as he/she will feel
obliged (most likely unwillingly) to offer it to you as a gift and may be offended if
this gesture is not accepted.
To be on the safe side avoid bringing flowers and/or perfume as a gift to a Saudi
host. Alcohol is not to be given as well.
Gifts are not usually opened in the presence of the giver.

MISCELLANEOUS
The only way do conduct business in is typically to be sponsored by a local
company (most often owned by a Saudi).
The Saudi world is an enigma. A great deal of relationship building must be spent
in advance of getting down to business. Personal trust and respect will carry the
day over productivity and profitability.
BASICS
GREETINGS
Man greeting Man - Men greet one another with a warm handshake (right hand only)
using, embrace and possibly one to three kisses on alternating cheeks depending on the
level of familiarity. For foreigners it is best to start with the handshake and follow the lead
of your Saudi counterpart if kisses are offered. Handshakes often linger a bit and may
continue while walking. In certain regions of the country, kissing the shoulder of a
superior/elder is customary. This also customary when meeting members of the Royal
family. If greeting an older family member (father, grandfather, etc.) one might kiss their
forehead to show respect.

Woman greeting Woman A handshake (right hand only) is common and possiblyone
to three kisses on alternating cheeks (once on the right, then twice on the left) depending
on the level of familiarity. Some women do both cheek kissing and hand shaking,
depending on the group of people, and how familiar they are with each other. If greeting
an older family member (mother, grandmother, etc.) one might kiss their forehead to
show respect.

Greetings between Men & Women - There is little to no touching between men and
women during greetings in public, unless related by birth or marriage, and even then it
tends to be minimal.

COMMUNICATION STYLE
Saudis tend to favor a more indirect communication style.
When people are asking for a favor or in need of something, they tend to be
indirect. Whereas, if one making a statement, they are more likely to be more
direct.
It is always important to take time to include pleasantries; asking about a persons
family, health, etc., before getting to reason or motive behind the conversation.
Familial and business hierarchy plays a big role in communication and its always
best to defer to the oldest and most senior member of a group.

PERSONAL SPACE & TOUCHING


Saudis tend to feel comfortable standing a little less than an arms length apart
from one another. This space is much, much greater between men and women.
There is a decent amount of touching between members of the same gender during
conversations. It is common for two men to walk hand in hand in public. This does
not have any implication on their sexual preferences; it's just a sign of friendship
and closeness.
It also very common for female friends to link arms while walking or talking.
There is no touching between men and women in public places.

EYE CONTACT
Direct eye contact is acceptable between men and between women. Indirect eye
contact can often be mistaken for ignoring
Indirect to no eye contact is best between genders.
VIEWS OF TIME
Time is very fluid. Promptness is not adhered to for the most part. Personal
contact supersedes time and efficiency.
The concept of inshallah which in Arabic means "God willing, is used quite a bit
when talking about being on time or meeting a deadline. For example, when can I
expect that report? Answer, Maybe tomorrow, inshallah.
A lot the times, things are scheduled around the prayer times. So the invitation or
the host of the event may say After Asr or After Isha. Which could be anytime
you wanted it to mean, as long as it after Asr or Isha. So if Asr was at 3:30, that
could mean 3:45, 4, 5, 6, or 6:30..etc. Many prefer being fashionably late.

GENDER ISSUES
While many Saudi women hold jobs yet segregation is the norm, i.e. female
doctors see only female patients. This is true when it comes to educational,
medical, religious and other service institutions.
Women are not allowed to drive or ride bicycles on public roads.
Western business women tend to be accepted but with a great deal of reservation.
It's best to avoid direct eye contact with men. A simple smile can be severely
misinterpreted.
Women are expected to be very feminine, and obey male authority. They are
expected to grow up, and become wives/mothers.
It is unacceptable in most social circles for women to voice their opinions about
many things or question their male guardians authority. These roles are generally
expected of foreign women as well.
GESTURES
Use only the right hand when it comes to greetings and giving or receiving things
as the left hand is considered the toileting hand.
People beckon one another by extending an arm and making a scratching motion
with their fingers, palm down. Avoid beckoning someone with a upright finger as it
may be considered an insult.
Showing the bottom of the shoe or sandal is very inconsiderate.
Avoid crossing the legs at the knee while seated.
It is customary to remove your shoes before entering a carpeted room. This is
often the case in business situations. When in doubt, follow a Saudi counterpart's
lead.
The chin flick, where the hand is placed under the chin region and then flicked
forward, is used when someone is annoyed or pissed off or disgusted.

TABOOS
Dont point the toe or heel or any part of the foot at any person.
Dont show the sole of your foot or use the foot to move anything as it is viewed as
the lowliest body part.
Pointing the middle finger down with a hand extended out, palm flat, is an insulting
gesture.
Tight or revealing clothing baring shoulders, calves, things, etc., is considered
extremely rude and can lead to trouble.
Disrespecting ones family name or tribe is the ultimate form of rudeness.
LAW & ORDER
Alcohol is strictly prohibited in Saudi Arabia. Drinking is illegal for all ages. If you
are caught with alcohol, you can get lashed. However, there are still many
underground alcohol sellers and buyers.
Penalties for the import, manufacture, possession, and consumption of alcohol or
illegal drugs are severe. Convicted offenders can expect jail sentences, fines,
public flogging, and/or deportation.
The penalty for drug trafficking in is death. Saudi officials make no exceptions.

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