IBM 536

INDIVIDUAL ASSIGNMENT 3 –
Report on cross cultural management in Morocco
(Do’s and don’ts of doing business in selected country)

PREPARED BY : NUR IRDINA AMNI BINTI ABDUL

WAHID
STUDENT ID : 2019527637
GROUP : BA246 3A
PREPARED FOR : DR. SHAMSUL BAHARIN BIN SAIHANI
 TABLE OF CONTENT
CONTENT PAGE NUMBER

INTRODUCTION 3

MOROCCO’S BUSINESS CULTURE 4-5

ACCORDING TO HOFSTEDE 6D
MODEL

6
THE DO’S IN MOROCCO’S BUSINESS
CULTURE

7
THE DON’TS IN MOROCCO’S
BUSINESS CULTURE

REFERENCES 8

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 INTRODUCTION
Morocco is located in the northwest of the African continent and be seen as one of the
most dynamic countries in the continent which located less than three hours from the main
European cities. The capital of Morocco is Rabat and the centre of Moroccan industry and
commerce is in Casablanca. Although the country was under French colonial rule, Morocco
is an Arab-speaking Muslim country and French language is still spoken among influential
foreign-educated classes, older generations, people in big urban centres or commonly used
while doing business especially in performing foreign negotiations.

The majority of Moroccans are Sunni Muslims and the mix of Arabic, Muslim,
Berber and French cultures have given the country a unique business etiquette. Therefore,
appropriate cultural sensitivity is required as Islam play an important part in life in Morocco.

Business structures in Morocco are still extremely hierarchical and status is important
even though the lower group can voice out their opinion and deliberating resulted decision
making to be time-consuming. The power to make decision lies with only one or two people
at the top and their subordinates have no real power.

Due to a stable political environment, flexible and knowledgeable workforce, business

friendly laws and regulations, good infrastructures that support trade as well as efficient
movement of goods, Morocco attracts many new international business parties to start its
operations there.

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 MOROCCO’S BUSINESS CULTURE ACCORDING TO HOFSTEDE 6D MODEL

Hofstede’s Cultural Dimensions Theory was developed by Geert Hofstede and can be
defined as a framework used to analysed the differences in culture across countries. It also
can be used to understand the ways how businesses operate across different cultures and
assess their impact on a business setting. There are six categories of the dimensions which are
power distance index, collectivism vs individualism, uncertainty avoidance index, femininity
vs masculinity, short-term vs long term orientation and restrains vs indulgence.

The first one is power distance index. In this dimension, it indicates that a culture
accepts inherent inequities and power differences which can be seen as bureaucracy. Top
level viewpoint and authority are respected from the lower level. [ CITATION Cor \l 17417 ]. In
Morocco, hierarchical society is being practiced and the decision making power by upper
level do not need for further justifications. However, the hierarchical is less obvious in
comparison to other countries. [ CITATION Kar \l 17417 ].

The second one is collectivism vs individualism dimension. Individualism are more to

individual thinking and effort to achieve individual goals associated with private property
while collectivism are people who works together in achieving the same goal which usually
associated with shared property. [ CITATION Cor \l 17417 ]. Moroccans performing
individualism in business environment although they have collectivist society which they
dependant on long-term commitment, loyalty and trust to the groups or person. Fun fact of
Moroccans is the collectivist societies offense leads to shame. [ CITATION Kar \l 17417 ].

The third one is uncertainty avoidance index. It considers the extent to which
uncertainty and ambiguity are tolerated based on the regulations and how unexpected events
are dealt with. Low uncertainty avoidance more willing to take risks, less rules and managers
more interpersonally oriented while high uncertainty invites intolerance of diverting opinions,
strict rules and managers are more task-oriented. [ CITATION Cor \l 17417 ]. Moroccans
exhibiting high uncertainty avoidance which they maintain rigid codes of belief and
behaviour and are intolerant of unorthodox behaviour and ideas. [ CITATION Kar \l 17417 ].

The forth one is femininity vs masculinity. Moroccans enhanced masculinity

dimension which they distinct gender roles and concentrated on material achievement and
wealth building rather than femininity that focus with the quality of life and fluid gender
roles. [ CITATION Kar \l 17417 ].

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 The fifth one is short term orientation vs long term orientation dimensions. Short term
orientation involves achieving short term success which focus quick results of the present
rather than the future. Long term orientation involves persistence, perseverance and long term
growth. [ CITATION Cor \l 17417 ]. Moroccans business culture do not emphasize at the
beginning on establishing a long-term business relationship. They have a relatively small
tendency to save for the future and focus on achieving quick results. [ CITATION Kar \l 17417 ].

The sixth dimension which is the last one is restrains vs indulgence. Indulgence
society allows free gratification related to enjoying life or a perception of personal life control
while restraint society suppresses gratification of needs and regulates it through social norms
such as stricter moral discipline and work ethic. [ CITATION Cor \l 17417 ]. Morocco has a
culture of restraint which they act by the acceptance of social norms and feel that indulging
themselves is somewhat wrong. Religion play an important role in this dimension than a
common social norms and tradition, as in other restrained countries. [ CITATION Kar \l 17417 ].

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 THE DO’S IN MOROCCO BUSINESS CULTURE

The business culture in Morocco is very simple and easy to practice. They emphasize
on formalities such as wearing appropriate attire and scheduled appointments. In terms of
dress code, it is advised able to dress formally such as black suit and tie. For women, long
sleeves and dress that cover below knee is considered well-suited. This is because most of
Moroccans are Muslim so it is respectful to wear modest attire. [ CITATION Wor \l 17417 ].

The business etiquette in Morocco is more formal. They meet everyone formally
without using the first names of the person they are dealing with as showing respect.
Handshakes is important but if doing negotiations with different gender, wait until the
Moroccans extend their hand for handshakes. Exchanging business cards was considered as
informal and need to be sure it has translated into French. [ CITATION comCO \l 17417 ].
Furthermore, it is better to hire a French or Arabic translator because business conducting in
Morocco are commonly use French or Arab language. [ CITATION Car14 \l 17417 ].

Besides that, creating a good perception will catch the eye of the Moroccans such as
showing interest and effort to get to know them. They will serve the same interest if they feel
easy to work with friendly people. This resulted the engagement and continuity of business
relations since Moroccans like to work with familiar people to operate long-term and stable
relationships to reach business objectives. In addition, Moroccans often express their
excitement or disagree with facial expressions which means they do not do straight forward
communications. [ CITATION comCO \l 17417 ]. Moreover, it is good to let the host start the
business discussion first after the small talk. Interruption and interrupting someone during the
discussion is okay but with manners. [ CITATION Cul17 \l 17417 ].

However, although they prefer formalities, they do not punctual in time managing as
they do not like to rush things. It is stated that they may arrive thirty minutes late for meeting
but the foreign visitors must be punctual and patient as they have a high level of hierarchy
and demand respect for his position. [ CITATION comCO \l 17417 ] . This is because it is part of
the Moroccans business culture or as known as “Moroccan time” culture that everyone need
to be prepared for. [ CITATION Car14 \l 17417 ] . It is suggested to remind them about the
appointments made few times earlier and prepared gifts to the host to build better relationship
with the Moroccans, alcoholic drinks should be avoided. [ CITATION Rvo17 \l 17417 ].

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 THE DON’TS IN MOROCCO BUSINESS CULTURE

Just like other countries, Morocco has its own don’ts business culture that relates to
their accepted social norms or religion. The first one is do not straight forward talking about
business without making personal relationship first or else will be labelled as rude. It is
important to have a casual small talk between each other such as asking them about their
health or family since they are very particular in ensuring trusty and loyalty with the person
they are dealing with. [ CITATION comCO \l 17417 ].

The second one is the need to avoid from talking about religion matter since
Moroccans believes it is very privacy stuff especially the Muslims. They emphasize in
respecting everyone’s beliefs and let each other to practice their religion at ease without being
judged. In addition, do not judge the Moroccans culture as they will not welcome those
foreigners who seems discriminating. [ CITATION comCO \l 17417 ].

The third one is do not plan appointments during Ramadhan and during Muslims five
times prayers. In the month of Ramadhan, the working hours are cut out and many
Moroccans are absent. The best way to ensure the smoothness in doing business with
Moroccans are to double confirmed with them from time to time in regards to the time
matter. [ CITATION Rvo17 \l 17417 ]. For instance, most companies have their break time from
11.00 to 15.00 on Fridays to perform prayer. [ CITATION comCO \l 17417 ].

The fourth one is do not making a scene in public that could bring shame to the
person when conflicts happened. Moroccans really care about how the public sees them so do
not do public confrontation as it could affect the business relationship and losing their
interests. This is because respect is often being practiced, in hope they will get the same in
return as well as rude behaviour will not attract their heart at all. It shows the Moroccans
really take dignity and self-reputation as a big honour in order to not shaming themselves and
family.[ CITATION comCO \l 17417 ].

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 References

Addict, C. (2014, Jun 20). How to Master Business Etiquette in Morocco. Retrieved from Career
Addict: https://www.affidata.co.uk/sh/property-for-sale/business-dos-and-donts-morocco

communicaid. (COUNTRY MOROCCO). Communicaid a Lernlight company. Retrieved from

Communicaid a Leanlight company:
https://www.communicaid.com/country/morocco/#:~:text=Business%20Etiquette%20(Do's
%20and%20Don,to%20establish%20relationships%20with%20Moroccans.

Corporate Finance Institute. (n.d.). Hofstede's Cultural Dimensions Theory. Retrieved from
Corporate Finance Institute:
https://corporatefinanceinstitute.com/resources/knowledge/other/hofstedes-cultural-
dimensions-theory/

Culture Crossing Guide. (2017). Morocco. Retrieved from Culture Crossing Guide:
http://guide.culturecrossing.net/basics_business_student_details.php?Id=19&CID=140

Krishnan, K. (n.d.). Understanding Morocco's Business Culture. Retrieved from Morocco World News:
https://www.moroccoworldnews.com/2017/02/208997/understanding-moroccos-business-
culture/

Rvo. (2017, October 5). Business dos and don'ts in Morocco. Retrieved from Affidata.co.uk:
https://www.affidata.co.uk/sh/property-for-sale/business-dos-and-donts-morocco

World Travel Guide. (n.d.). Introducing Morocco. Retrieved from world travel guide:
https://www.worldtravelguide.net/guides/africa/morocco/business-communications/