The document outlines four cultural-preference approaches to working: 1) Family model with decisions made by a father figure, common in parts of Africa, Asia, and Latin America. 2) Pyramid model with strong hierarchies and top-down orders, common in parts of the Middle East, Asia, Latin America and Europe. 3) Village market model where individuals find ad-hoc solutions, common in Anglo-Saxon countries. 4) Well-oiled machine model with reliance on rules and procedures, common in parts of Europe. For each model, it lists countries where the approach is common and includes space to list names of people who fit the model.
The document outlines four cultural-preference approaches to working: 1) Family model with decisions made by a father figure, common in parts of Africa, Asia, and Latin America. 2) Pyramid model with strong hierarchies and top-down orders, common in parts of the Middle East, Asia, Latin America and Europe. 3) Village market model where individuals find ad-hoc solutions, common in Anglo-Saxon countries. 4) Well-oiled machine model with reliance on rules and procedures, common in parts of Europe. For each model, it lists countries where the approach is common and includes space to list names of people who fit the model.
The document outlines four cultural-preference approaches to working: 1) Family model with decisions made by a father figure, common in parts of Africa, Asia, and Latin America. 2) Pyramid model with strong hierarchies and top-down orders, common in parts of the Middle East, Asia, Latin America and Europe. 3) Village market model where individuals find ad-hoc solutions, common in Anglo-Saxon countries. 4) Well-oiled machine model with reliance on rules and procedures, common in parts of Europe. For each model, it lists countries where the approach is common and includes space to list names of people who fit the model.
1. Family 2. Pyramid of people A concentration of power around a father-figure type of Strong hierarchy levels and clear top-down orders from superior — decisions/initiatives validated with him/her: superiors: East Africa, Hong Kong, India, Indonesia, Jamaica, Arab-speaking countries, Argentina, Belgium, Brazil, Malaysia. Chile, France, Greece, Guatemala, Iran, Italy, Japan, Korea.
Name of person concerned: Name of person concerned:
Individuals are expected to find ad-hoc solutions A reliance on rules, procedures and clear structure: to problems as they arise: Australia, Canada, Denmark, Great Britain, Ireland, Austria, Costa Rica, Finland, Germany, Israel, Switzerland. Netherlands, New Zealand, Norway, South Africa, Sweden, United States.
Name of person concerned: Name of person concerned: