Case studies

Summary

Case study 1: Globalization of McDonald’s in Morocco 01

Case study2: Communication Styles 05

Case study 3: Morocco vs. China a Cross-Cultural Analysis; Hofstede’s dimensions 09

Case study4: Cultural Information 13

Case study5: How similar and different Moroccans & Chinese behave in negotiation? 18

Case study6: Cross Cultural Management Guide – Morocco 22

Case study7: Model of Business Ethics “Raising Honor or Preserving Honor” and decision
making in Morocco 26

Case study 8: Elements of culture: THE “DO’’ AND “DONT’’ OF AN INTERVIEW IN MOROCCO 30

Case study 9: How to Negotiate like a Moroccan in Morocco 33

Case study10: Things That Tourists Should Never Do in Morocco, Ever 36

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Case study 1: Globalization of McDonald’s in Morocco

Being present in more than 121 countries around the globe, McDonald’s brand has
become the symbol of globalization. According to David Held (2007), Professor of Political
Science at the London School of Economics, Globalization is “the widening, deepening and
speeding up of worldwide interconnectedness in all aspects of contemporary social life, from
the cultural to the criminal, the financial to the spiritual” (p.2). Moreover, Marshal McLuhan, a
Canadian media theorist, explains that people are living in a world that knows no
boundaries/borders because any change of one element has an impact on other elements in the
world; this is what he called “global village”. In other words, Kant explains that in the world we
are living “we are inevitably side by side”.

McDonalds, the worldwide fast food chain is not only a symbol of globalization as
explained before but is also adopting the concept of glocalization. Actually, McDonalds is
“thinking globally and acting locally”. McDonalds has progressed from national (United States of
America) to multinational (opening restaurants in different 121 countries), and thus became a
global business that has established itself all over the world working with local cultures and
needs.

The country investigated, Morocco, the total investment of McDonalds exceeds 300
million MAD in 25 restaurants, located in eight different cities explains Gilbert Mellinger, a
consultant in an online Franchise Magazine. In total, 1 200 Moroccan jobs are created so far in
addition to indirect jobs with entrepreneurs and local construction companies added Mellinger.
Also, he stated later that McDonalds Morocco has established a series of partnerships with
suppliers such as Sidi Ali (Les eaux de Oulmes), Pingouin, Foodipex, or Labosfort and also with
the factory of salads’ production in Nouaceur. The first McDonald’s restaurant that has been
opened in the Moroccan and also African market dates back to 1992 in Casablanca (La
Corniche).

Although McDonalds is often cited as a clear example of standardization, the president

of McDonald’s International has insisted that the company is “as much a part of local culture as
possible” (Ritzer, 2004, p. 179) and its standard menu has been glocalized to accommodate local
foods. One example that illustrates strongly that McDonalds try to connect local tastes and
needs to its base products is offering the McArabia to Moroccan consumers. The McDonald’s
Arabia website describes the McArabia “as a new sandwich added to its well-loved menu in the
Arabic region”. Actually, it is described that McArabia Grilled Kofta ad Chicken is another fruit of

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customers’ demands for a sandwich that is rich in local taste. The new sandwich is made of two
patties of grilled Kofta dressed with tahina sauce, lettuce, tomatoes and onions; all wrapped in
Arabic bread explains the McDonalds Arabia website. Concerning its advertisement, its name in
Moroccan billboards is written in Arabic

This picture illustrates the advertisement used to promote for the McArabia in Morocco:

McDonald’s advertises by glocalizing the way in which its restaurants are used.
McDonalds is adapting the architecture, the design, and the decoration of the restaurant to
local culture. Inspired by local architecture, McDonald’s Fez has a terrace with views over the
Medina and is decorated with polychrome zelliges, carved wood… which characterizes the
Moroccan city. In Morocco, the menu of McDonalds is not totally different from the one in the
USA or European countries, but the restaurants are presented as local places to linger, often for
hours, over a snack. It organizes children’s birthday parties and employs female receptionists
who deal with children and talk to parents. McDonalds Morocco advertising is based on the
local culture by using local decorations in its restaurants.

For example, the following pictures illustrate a decor used by McDo to embellish the
inside of its restaurant in Marrakech as well as the red color that typify the city buildings:

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 On the other hand, during Ramadan, McDonalds offer to consumers specific and local
menus that are customized to local culture and needs. In fact, Harira which is a typically
Moroccan food is served to Moroccans in all McDo restaurants within Moroccan territory. In
addition, they are also provided with dates, milk, and Moroccan cookies during F’tour. Besides,
local orchestras animate the evenings of McDonald’s visitors after F’tour which transforms
McDonalds to a “glocal” establishment. This demonstrates that McDonalds wants to maximize
the satisfaction of customers and make them find their identity in McDonald’s products, and
atmosphere. It does not hesitate to use its billboards as well as advertisement movies to wish to
all Moroccans Mabrouk Ramadan or Aid. Arabic and French are present in all its posters to
advertise for the new products offered or events organized or sponsored by McDonalds
Morocco. Another remarkable aspect of glocalization is the presence of the King’s pictures in
almost all McDonalds Morocco.

The picture illustrates McDonalds’ wish to all Islamic nations including Morocco “Aid Mubarak”:

Another very important aspect of the glocalization of McDonalds in Morocco is the

certification of Halal meat. Actually, religion is taken into consideration by the corporation in
order to make people eat in its restaurants. Culinary specialties proposed by McDonalds are
definitely respecting the culture, the religion and the expectations of Moroccans. Eating Halal
meat is primordial within Moroccan society. Thus, McDonalds Morocco is offering and
promoting for its 100% Halal meat by writing it clearly in all advertisements and restaurants.
The selection of suppliers is made in respect of these values, based on the advice of experts in
agriculture, microbiologists, nutritionists and specialists in the food industry as clarified by
Adam Wade in Aujourd’hui le Maroc. The regular audits are conducted in the centers of
production and distribution in which McDonald’s Morocco purchase. Hygiene is an essential
aspect for the group. Strict rules concerning restaurants and kitchens are designed to be
regularly cleaned and sanitized according to severe procedures. In fine, Moroccans would
appreciate how McDonalds is strictly following home’s values and traditions.

Moreover, McDonalds Morocco proposes different offers including Dirham Mabrouk in

which all the meals’ prices are reduced by 35%. The picture shows the Big Tasty with local taste
“Gout Méchoui” emphasizing the Halal sign at the bottom corner

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Questions:

1. What differentiates Moroccan Food?

2. What characterizes Moroccan Cities?

3. Why presenting the king’s picture in McDonalds Morocco?

4. Why is it important for Moroccans to eat halal food?

5. What are the Moroccan traditions in term of religious occasions?

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Case study2: Communication Styles

Marcus is a VISTA member from Boston who is serving in a rural ranching community in
the West, with a population of fewer than 1,000 people. Part of his assignment is to engage
community members and local organizations to help create a family literacy program at an
elementary school. Although he is new to the community and the organization where he is
serving, he is confident he will be able to successfully complete the activities in his Member
Assignment because he has a Master’s degree and five years of work experience. Early in his
service year, a member of his organization named Sharon is assigned to be his mentor. He is
told that he can ask her for any advice or guidance. However, when it comes time to plan a
series of evening “design meetings” to gather support and input from the community, he rushes
headlong into organizing the meetings, without consulting Sharon.

He sets an agenda and sends it with invitations to ten community members who he
thinks would be instrumental in starting the program. To gain commitment he follows up the e-
mail with phone calls. Marcus reaches eight of the 10 invitees by phone, all of whom say, “Sure,
I can come to the meeting.” Encouraged, Marcus decides to live by the mantra, “If you offer
food, they will come.” He buys chips, sodas, and cookies for the event.

On the night of the meeting, only three people show up. Marcus waits 15 minutes
before beginning. “I thought we were going to have more representation here,” he apologizes
while scanning the room. “I expected at least seven. I’m not sure what happened to the others.
Does anyone else know?” Marcus looks to the two men and one woman seated. The woman
shrugs. One of the men shifts in his seat, but no one says a word. Marcus decides he needs to
move on with the meeting. He tapes up his charts and begins walking through his agenda. The
three attendees offer very few comments, even when he asks each in turn for their opinions.
“Looks like you’ve got a pretty good plan,” is all one man says the entire evening. However, all
three remain the full hour and a half, shake his hand, and thank him politely on their way out.
As Marcus cleans up, he attributes the low participation to the poor turnout.

Before the second meeting, Marcus e-mails the meeting notes to the 10 original invites.
In his e-mail he says, “I hope you can make this very important second meeting. We really need
your input and involvement. Help ensure that our family literacy programs reflect the needs of
this community.” Again, he follows up with phone calls and gets eight confirmations of
attendance; however, the only person to show up for the second meeting is Sharon, his mentor.
After waiting 30 minutes, Marcus balls up his charts and tosses them in the trash. As they walk

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 out together, Sharon suggests they have a debrief meeting the next day over lunch. During his
bike ride home, Marcus begins to wonder if he is cut out for VISTA.

Styles of Communication:

Degree of Directness

Direct Indirect

.
 People say what they mean and mean  People are indirect.
what they say  They imply/ suggest what they mean.
 You don’t need to read between the lines.  Understatement is valued.
 It’s important to be direct and tell it like it  You need to read between the lines.
is.  Telling the truth, if it hurts, should be
 Honesty is the best policy. tempered.
 The truth is more important than sparing
someone’s feelings.

Questions:

1. How does this communication style relate to the case study?

2. What could Marcus have done to communicate more effectively?

The Role of Context

Low Context high context

 Low context, heterogeneous and  High context, homogenous and collectivist

individualistic cultures: little is already cultures: much is already known.
known.  The spoken word is not the primary means of
 The message must be explicit and spelled communicating.
out.  Much is implied but little needs to be said.
 Words are the primary means of  Nonverbal cues and the context are key
communication.  What is not said may be the message
 Nonverbal cues are not the key to
understanding

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Questions:

1. How does this communication style relate to the case study?

2. What could Marcus have done to communicate more effectively?

The Importance of Face

Face is Less Important Face Is Key

 Face has moderate importance.  Face is paramount.

 The facts and expediency are more
important than being careful about
.
what you say.
 Getting/giving information is the
overriding goal of the communication
exchange.
 Criticism is straightforward.
 It’s okay to say no, to confront people
. are not the same
 Saving face/not losing face takes
precedence over the “truth”.
 Maintaining harmony is the overriding
goal of the communication exchange.
 Confrontation is avoided.
 Saying no is difficult.
 Criticism is handled very delicately.
 What one says and what one feels often

Questions:

1. How does this communication style relate to the case study?

2. What could Marcus have done to communicate more effectively?

The Task or the Person

The Task The person

 The task is separated from the person.
 Do business first and then have small
talk.
 Establishing rapport and a good
personal relationship are not essential
to getting the job done.
 The goal is accomplishing the task.
 The task and the person can’t be
separated.
 Begin with small talk and then move to
business.
 A personal relationship is a prerequisite
to getting the job done. 7 | P a g e
 The goal is building the relationship
Questions:

1. How does this communication style relate to the case study?

2. What could Marcus have done to communicate more effectively?

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Case study 3: Morocco vs. China a Cross-Cultural Analysis;
Hofstede’s dimensions

Cultural Context:

Cultural Context refers to “an accumulated pattern of values, beliefs, and behaviors held
by an identifiable group of people with a common verbal and nonverbal symbol system”
(Neuliep, 2006, p. 411). Morocco is considered to be part of the Arabic cluster (Kabasakal and
Bodur, 2002) and its dominant religion is Islam. Therefore, its main Arabic cultural traits and
Islamic religion impact on countries’ social values and practices. More, French and Spanish
influences can be observed.

Hofstede’s dimensions:

According to the Hofstede 6-D Model, the deep drivers of Moroccan and Chinese
cultures in terms of Power Distance, Individualism, Masculinity, Uncertainty Avoidance, Long
Term Orientation, and Indulgence are as follow:

 Power distance:

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.

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 China is definitely a hierarchical society. This means that people accept a hierarchical order
in which everybody has a place and in which there is no need for further justification. Although
it’s also the case in Morocco, it’s less obvious.

 Individualism:

China is a collectivist society more than in Morocco. It manifests itself in the close long-term
commitment to the group a person belongs to, based on loyalty and trust, which overrides
other societal rules and regulations.

The difference between China and Morocco is in the origin of the social intragroup
relationships. Chinese believe that they are dependent on 4 social groups: relatives,
schoolmates, friends and the indirect relationship from the three.

In contrast, Moroccan are strongly dependent on relatives and to a lesser extent on friends,
in certain settings such as family and tribe, Moroccans tend to be more collectivist. But in a
business environment, individualism prevails.

Another interesting aspect is how offense is perceived, in collectivist societies offence leads
to shame and loss of face. China and Morocco are pretty similar, in China offense leads to losing
face (丢脸, diulian) while in Morocco any kind of offense is considered as shameful (‫حشومة‬,
h’shouma).

 Masculinity:

A masculine society (high score) is driven by competition, achievement and success. It starts
in school and continues to prevail in other organizations.

On the other hand, a feminine society (low score) is a society in which people care most
about quality of life.

Morocco gets an intermediate score of 53 on this dimension, but China scores a bit higher
(63). It is true that the Chinese society is a competitive one, however, its people still care about
having a good life, exercising and staying in touch with their family as much as possible.

 Uncertainty avoidance:

Countries exhibiting high uncertainty avoidance maintain rigid codes of belief and behavior
and are intolerant of unorthodox behavior and ideas. In these cultures there is an emotional
need for rules (even if the rules never seem to work), innovation may be resisted and security is
an important element in individual motivation.

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 Morocco has a very high preference for avoiding uncertainty, its scores 2 times higher than
China. We can say that it is mainly due to the role religion plays in Morocco.

 Long Term Orientation:

With the very low score of 14, Moroccan culture is clearly normative. People in such
societies have a relatively small propensity to save for the future, and a focus on achieving quick
results.

Although Moroccan people prefer working with past acquaintances, they do not emphasize
at the beginning on establishing a long term business relationship.

However, in Chinese culture long-term orientation is a crucial part in carrying on a successful

business deal and only time can help establish trust in business relationships.

Also, considering that Chinese have the highest saving rate compared to the rest of the
world (50% of their GDP) it shows how its people are focused on long term results; as the
Japanese say “一歩一歩” ( Ippoippo: step by step) they move toward their goals.

 Indulgence:

Morocco has a culture of restraint, same as in China. Restrained societies have the
perception that their actions are restrained by social norms and feel that indulging themselves is
somewhat wrong. The only difference that we can highlight is the fact that in Morocco restrain
has its roots in religion rather than simply social norms and tradition, as in China.

To sum up:

Chinese and Moroccan business cultures are:

Similar regarding:

Power Distance: both hierarchical societies

Masculinity: success driven.

Indulgence: social norms prevail.

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Diverge regarding:

Individualism: Chinese are loyal to the four social groups to which they belong; while in
Morocco family and tribe prevail.

Uncertainty Avoidance: more rigid codes of belief and behavior in Morocco compared to China.

Long Term Orientation: Long term relationships prevail over the achievement of quick results in
making a business decision for the Chinese

Questions:

1. What are the drivers of Moroccans and Chinese in term of power distance?

2. What are the reasons behind the collectivity of both China and Morocco?

3. Can we say that Moroccan and Chinese are success driven people?

4. Moroccan culture has a very high preference for avoiding uncertainty compared to
china, why this difference?

5. Can we consider Moroccan and Chinese as restrained cultures?

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Case study4: Cultural Information

Answers to some intercultural questions from a Canadian and a local point of view

Question1: Cultural Information - Conversations

I am meeting someone for the first time and I want to make a good impression. What
would be good discussion topics?

Local Perspective:

An example would be asking people questions about their health, work and the weather.
Replies such as saying that everything is going well at work, even if it is actually not the case are
mostly given out of politeness. Following a brief introduction, they will get to the heart of the
matter and will wait until someone else has started speaking before joining in the conversation.
Therefore, if you do not want to waste time or if you find that introductions are taking a bit too
long, simply broach the topic of the meeting and everyone will follow your lead.

Unlike Canadians, Moroccans do not talk about sex and nor is it the subject of jokes.
General topics are considered sources of amusement and you should never make fun of a
specific person unless you know him/her very well.

During a conversation, do not hesitate to come back to something you were talking
about in order to find out someone’s honest opinion; people often agree without totally being
convinced. Therefore, listen to the disagreements and comments that will come later and don’t
simply trust the initial agreement.

Negotiations, particularly when discussing pricing, may take quite some time since
Moroccans always want to have the last word and feel that they came out on top. Thus, in order
to put an end to long discussions during meetings, give them the impression that they have won
the debate.

Do not be surprised if everyone talks at the same time as this is very commonplace.
Simply stop talking and come back to the conversation a bit later in order to ensure that
everyone has understood what you were saying.

Canadian Perspective:

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 Moroccans from the higher socio-economic class (who are therefore better educated)
keep things to themselves and are very polite. I would say that they do not appreciate people
being too familiar when they first meet. Speaking about family, an important aspect in
Moroccan life is always a good topic since Moroccans quite often ask each other about their
respective families. There are many taboo subjects, the major one being the King; it is essential
that you never criticize the King until you are very comfortable with the people and in an
appropriate situation. Moroccans are very proud and do not appreciate it when people pass
judgment on their country. Other sensitive subjects include Islam and women’s rights.

Question2: Cultural Information - Religion, Class, Ethnicity, & Gender

Briefly describe the local culture’s attitudes regarding the following: Gender, Class,
Religion and Ethnicity. What impact would the above attitudes have on the workplace?

Local Perspective:

 Gender:
Sexual equality does not exist when it comes to salaries. Women still need to defend this
concept and must put up a fight to have their voices heard. In large companies, this is
not such an issue and women are treated as equals.

Homosexuals are not well regarded and are often marginalized.

 Religion:
More than 90% of Moroccans are Muslim and the rest are Jewish. There are devout
Muslims who never miss a prayer session and wear veils (if they are female) and there
are non-practicing Muslims who drink alcohol and do not strictly follow all the tenants of
the religion.

 Class:
There are the rich, the poor and a very small middle class. Social class is very important
in Morocco and you will be respected and even feared if you are wealthy or happen to
be the son of someone who has powerful position in the government. Social class can
affect the hiring process; it is difficult to not give a good position to someone who comes
from an elite family or whose father is mayor of the city. People are often hired through
networking and even through deals made under the table.

 Ethnicity:
Moroccans living in the center and north are Arabs while those in the south are Berbers
and have a different dialect. In order to see the difference between the two types of

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 Arabic, watch the news on television as both Arabic and Berber versions are broadcast.
Both ethnic groups are often the topic of jokes and anecdotes.

 Food:

Typical dishes include couscous, tagine, and pastilla which have a unique, sweet and salty
taste. Moroccan food is very fattening and if you are a guest, people will not stop telling you to
"eat, eat" as this shows that you are well liked and is part of being a good host. Do not eat your
fill right away since Moroccan meals include between two to seven dishes. Not all of the food is
placed on the table at the same time; one dish is served and the table is cleared before moving
on to another course. Therefore, keep this in mind, accept second helpings, say thank you, and
eat only until you are no longer hungry, do not push yourself. In order to avoid unwanted
surprises, ask if the dishes are spicy or mild.

Canadian Perspective:

 Gender:
Women’s rights is a very important issue in Morocco. On one hand, modern day
Moroccans demand the same rights as Europeans; on the other hand, religious
fundamentalists want to preserve women’s traditional, submissive roles.

 Religion:
Moroccans do not have a say in being Muslim (they are required by law), but Islam is
practiced in many different ways. Some people strictly adhere to tenets of Islam while
others have very flexible interpretations. People who are not devout cannot publicly
announce their lack of faith since is it unacceptable and is cause for them to be arrested.
Individuals may speak about their lack of faith in private with people whom they trust.
Religion does not affect work except at the one time of the year when all Moroccans
must observe Ramadan, which means they may be quite tired. This, in turn, affects
productivity. During this period, it is proper to respect devout people who are fasting.
Smoking, drinking, or eating in public or on public transportation may provoke a very
negative reaction from others.

 Class:
Moroccan society is extremely hierarchical. For generations, certain parts of the
population have received privileges and this has tainted relations between Moroccans.
People living in rural areas are often scorned.

 Ethnicity:
People with dark-colored skin (who may be descendants of slaves) and Berbers are often
considered second-class citizens. The Berber element is very important in Morocco. In

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 many parts of the country, the majority of the people are not of Arab origin. Generally,
they are not as highly educated since they live in rural areas and, compared to the Arab
population, they do not have as many services at their disposition.

In the workplace, you may notice that employees of a higher class may disrespect those of a
lower class.

Question3: Cultural Information - Stereotypes

What stereotypes do Canadians have about the local culture that might be harmful to
effective relations?

Local Perspective:

Canadians often believe that Moroccan women are very repressed and poorly treated.
This is not true and it will surprise you to learn that they are quite liberated and very modern.

Canadian Perspective:

I cannot think of anything in particular.

Question4: Cultural Information - Communication Styles

What do I need to know about verbal and non-verbal communications?

Local Perspective:

Always shake hands with women unless the woman offers you her cheek. In this case,
you may kiss her on alternating cheeks three times.

Generally, the norm is to address people using the formal form of the word "you"
("vous" in French) unless they ask you or you ask them to do otherwise. However, you should
not make this request during the initial meeting as using the formal form of "you" is a sign of
respect and professionalism. If you do not know the person at all, address them as Mr. or Mrs.
[last name]. Later, you can simply call them by their first name.

When speaking with men, keep direct eye contact; looking away is an indication that the
person is not in agreement with your idea or that he/she is in thought. You should always
respect women and if you notice that a woman is not looking at you when she is speaking, you
should do the same out of politeness and also to show that you are respectful and have been
brought up well. Women, particularly those who are married, are often addressed as Mrs.
followed by their family name. You may ask to call people by their first name, but they may only
agree to this out of politeness when in fact they would prefer that you do not address them in
such a manner. In this case, follow your intuition.
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 Moroccans use facial expressions instead of words to express when something is too
much, when they know that someone is exaggerating, or to say that they have not been
understood correctly. Hand gestures are used a lot as well.

Canadian Perspective:

Eye contact is not as important as it is in Canada. Since there is a large gap between
social classes (Morocco is a very hierarchical society), it is common that a person of a lower
social class will not look a person of a higher class directly in the eyes; rather he/she will make
only fleeting contact. Unlike North Americans, who are very direct and often get straight to the
point, Moroccans prefer to stick to protocol and do not always say what they are thinking in a
straightforward manner.

Question5: Cultural Information - Display of Emotion

Are public displays of affection, anger or other emotions acceptable?

Local Perspective:

In the business world, some people tend to make a lot of promises to convince you that
they are telling the truth and that you should believe what they are saying. For example, they
will say: "I swear to you that it is the correct price" or "I give my word that the price you propose
is too low."

Seldom do you meet someone who will swear or use off-color language as this is a sign
of disrespect.

Canadian Perspective:

They are acceptable in public and not that uncommon when people of the same social
class are around one another. However, when a "superior" is around, people are very reserved,
will not speak very much, and will display their emotions infrequently.

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Case study5: How similar and different Moroccans & Chinese
behave in negotiation?

Similarities

 Greetings and Preludes: Handshakes

 Small-talks: Small-talks are important for both Moroccans and Chinese.

 Verbal Communication: We both don’t say “no” in a direct way. In China, it’s because of
the prevalence of the concept of face (面子, mianzi) while in Morocco it’s h’shouma
(‫حشومة‬, shameful).

 Stages and Phases

“Ross & Long” developed a model that pretty much sums up how Chinese and
Moroccans are likely to break down the Negotiation stages into.

The PRAM model divides the Negotiation process into 4 phases: Planning, Relationship,
Agreement, and Maintenance.

The advantage here is that whatever conflict arises during the negotiation process, the
relationship that you started to foster during the pre-negotiation stage will help you go through
it smoothly and without giving rise to other conflicts.

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  Signing the Contract

In both cultures, written contract is usually used for big or official contracts. While an oral
form of a contract, is predominant for small and familiarity based contracts.

Differences:

 Greetings and Preludes

Hand-shakes like mentioned above, however, in China you may get a small-bow using the
head from more traditional people; but not a 90 degrees Japanese style bow from the waist

One more thing, in Morocco, when it comes to veiled women -just in case- you may want to
wait until she extends her hand first for a hand shake… You don’t want to start on an awkward
moment, if she doesn’t go for your handshake… Well in worst cases you can still try to smoothly
switch to a: “Your Majesty!” and go one knee…

 Gift Giving

When we deal with foreigners in Morocco, traditional handcrafts are usually the standard
gifts. A lot of time even between Moroccans themselves, however it has to be the high-end kind
of traditional handcrafts… and let’s say this: we love colors!

In China, there is a predominance of the Red Color, it stands for luck. Yellow is also a good
choice sometimes as it’s the symbol of majesty. They like it bling bling here!

Usually the gifts exchanged in China can be either pottery, jade or wood handcrafts; but
food, wine (not just red wine, but specially Baijiu 白酒 that ranges from 30 to OVER 60% in
alcohol volume) and tea (…expensive tea).

 Small-talks

In Morocco, we will stick with the general topics; the mundane: family, health, work. …etc.

In China, they want to know EVERYTHING.

NOTHING about you should be taboo, the questions can range from your income to what
did you eat today!

 Drinking and Smoking

Let’s say, generally speaking in Morocco, you never bring alcohol in a business environment
or smoke indoors in a business meeting.

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 In china, the moment you step into a Laoban’s office (老板, Boss); you get offered a
cigarette, then another, then another…

And to get straight to the point, here in China, business is done between toasts of Baijiu and
around a round table full of food, so get ready to Ganbei (干杯, literally: 干clean 杯cup =
“CHEERS”/ “drink it all”).

 Non-verbal Communication

Morocco, a Sunny Mediterranean country, Hot-blooded people with unlimited use of body
language, hand gestures and eye-contact.

In China, if you can’t get micro-expressions and non-verbal clues, all you get is a smiley
poker face in front of you.

So pay attention to micro-facial expressions, and even slight changes of the voice tone and
the posture too!

 Negotiation Tactics

Simply, we Moroccans DO NOT consider that any decision is final or unchangeable even if it
is written on a piece of paper; there is always space for bargaining

… Okay! In China:

Since primary school, kids learn idioms that embody the Chinese great philosophers,
leaders and thinkers along their history. So of course, among the idioms that they learn in
school and grow up with within their families is the 36 stratagems inspired from The Art of War.

They use it! .All the time without being conscient of the fact that they are using it. Because it
is simply embodied in their culture, it’s from nurture.

 Conflict Management

On this last note, the 36th stratagem stipulates that “if all fails retreat” (走为上策, Zou wei
shang ce).

So Chinese usually avoid conflict either by completely withdrawing from negotiation, staying
silent, or not giving a determined answer to an issue at hand (“I don’t know” / “I’m not sure”
may sometimes mean no actually).

We, Moroccans, are the complete opposite!

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 But there are 2 kinds of people: The one that will confront emotionally, the other kind is the
one who will adopt what we call a “sneaky non-confrontational attitude” and use hardball
tactics.

Questions:

1. Which form of contract is used by each country?

2. Does the negotiation process differ between Morocco and China?

3. Are there any similarities in the negotiation tactics between the two countries?

4. Can non-verbal communication be used as an effective way to understand Chinese and

Moroccan people while negotiating with them?

5. How do Chinese and Moroccans avoid conflict management?

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Case study6: Cross Cultural Management Guide - Morocco

In this guide, expatriate managers will gain an understanding of a number of key cross
cultural areas when working in Morocco:

 Hierarchy

 Leadership style

 Time and scheduling

 Communication style and;

 Negotiation style

Being a Manager in Morocco:

The business set up in Morocco is conservative and hierarchical and to ensure successful
cross cultural management it is important to remember that strictly defined roles exist.
Always err on the side of conservative behavior through your dress code and general conduct.

 Intercultural adaptability relies on an understanding of this hierarchical system. This

belief means that people believe their supervisors have been chosen because of their
greater experience.

 Expect to be served mint tea whenever you meet someone, as this demonstrates
hospitality. Always accept the beverage since declining is viewed as a rejection of the
person. As in other Muslim countries, Moroccans are gracious hosts and it is important
that you accept their offers of hospitality. At the same time, their business practices
have been greatly influenced by the French and emphasize courtesy and a degree of
formality.

 Moroccans do not require as much personal space as many other cultures. As such, they
will stand close to you while conversing and you may feel as if your personal space has
been violated.

 Since Moroccans judge people on appearances, stay in a high standard international

hotel. Likewise, wear good quality conservative clothes since they mark you as a person
of status.

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 The Role of a Manager:

Cross cultural communication will be more effective when you are working in Morocco, if
you remember that honor and reputation play an important role.

 When holding meetings, it is important to ensure that any ideas raised do not expose or
embarrass the individual. Managers should avoid praising individuals as all projects are
to be undertaken collectively.

 Managers in Morocco are often paternalistic and relationships with their employees
usually overlap into personal areas.

Approach to Change:

Morocco’s intercultural competence and readiness for change is low.

 Its’ conservatism means that change can often be seen as a threat to society.

 Managers are therefore likely to be averse to change and it is essential that any changes
are viewed as positive for the ‘whole’ and not just an individual.

Approach to Time and Priorities:

Deadlines and timescales are fluid. Patience is the key to successful intercultural
management when working in Morocco.

 Essentially a relationship-driven culture, it should be understood that taking the time to

get to know someone will always take precedence over any timelines.

 Global and intercultural expansion means that some managers may have a greater
appreciation of the need to enforce timescales and as such, agreed deadlines are more
likely to be met.

Decision Making:

Managers reach decisions after many discussions with the major stakeholders.

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  Once a decision is reached, it is given to subordinates to implement. Employees do not
publicly question a manager’s decisions as it would cause both parties to diminish their
reputation. Risk-taking is limited to those in decision making positions.

 Since there is a high unemployment rate, employees value their jobs and try to adhere
to the unwritten rules of the company.

Boss or team player?

Due to the hierarchical set up in Morocco, it is important that the manager maintains his /
her role as ‘boss’ and engenders the necessary respect from within the team.

 When the manager needs to work collectively with his / her team however, then it is
important that the need to work collectively is stated and that the team is encouraged to
operate openly in a non-threatening environment.

Communication and Negotiation Styles:

Intercultural sensitivity is essential; introductions are imperative in this relationship-

driven culture.

 The social side of business is very important. Moroccans must know and like you to
conduct business.

 Companies are hierarchical with the highest ranking person making decisions, but only
after obtaining a group consensus.

 If the government is involved, discussions will take even longer since the ministers of
several departments may be consulted.

 It is important that you do not cause your Moroccan business associates to lose honor.

 Moroccans are non-confrontational and they may agree in meetings rather than cause
you to lose honor. French is usually the language of business, although some companies
use English and if you don’t speak French, you should hire an interpreter to avoid any
possible cross cultural miscommunication.

 Someone’s word is considered more important than a contract.

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Questions:

1. What should you know about the organizational structure of Moroccan companies?

2. What should you keep in mind about leadership in morocco?

3. How negotiations are done in Moroccan business?

4. As a manger, what should you learn about decision-making?

5. How Moroccans react with deadlines?

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Case study7: Model of Business Ethics “Raising Honor or
Preserving Honor” and decision making in Morocco

Studying Morocco shows how different this country is from North America. Morocco is a
country of beautiful complexity, where communication is highly dependent on relational
dynamics. In North America we are not used to this type of complexity in relationships governed
by unspoken rules of conduct. Instead, we expect for people to say what they mean and mean
what they say. This theory of how Moroccan business people make ethical decisions, describes
people who focus on relationships where a collective sense of honor is highly valued while
actively avoiding public shame.

 Crisis and Stress on Decision Making

Table 1 reveals that in times of crisis or stress decision making is made based on one of two
leadership styles. The first is preserving honor and seeks to control the situation in order not to
honor. Management behaviors are very hierarchal, depending on the director or the specific
policies to make decisions. The preserving honor management style seeks to control decision
emanating from a fear of punishment or fear of blame. The second leadership style is one of
raising honor in which managers empower employees or directors in a specific context to make
decisions. These managers also look to communicate with their employees and build team focus
on the problem and solution to implement.

Table1:

Impact of crisis and stress on decision Representative Quotes

making

PRESERVING HONOR

 Very Hierarchal  Even if it must be decided quickly everyone waits for

answers from above
Depend on director
 We do not have the right to go above the director for
approval or help.

 This does cause problems sometimes if the director

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 is not here.

Depend on policies  Sometimes things stop while waiting for her to

return but that is the system.

 First people look to the policies.

 In a time of crisis, we first go to the institutional rules

for guidance
 Controlling

Fear of punishment
 I have no power to make a decision by myself. If it is
right, then I would get no credit. If it is wrong, I
would be fired.

 Nobody wants to be punished so everyone just sits

and waits while the problem gets worse.

 Employees do not want the responsibility of making

Fear of blame decisions during times of stress. They always go to
the director for instructions or to cast blame.

RAISING HONOR
 Crew chiefs have the authority to make decisions
 Empowerment in specific during times of crisis or stress.
contexts
 Each employee has the power to make emergency
Power to make emergency decisions decisions.

Work as a team  At this time we all work as a team to accomplish the

task. This helps us in stressful times

 If there is a problem, the manager will call an

immediate meeting to discuss the situation. We can
then solve the problem as a team. Or the manager
will instruct us on his decision to solve the problem.

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  KEY ELEMENTS IMPACTING DECISION MAKING

Key influencers in decision making and their Representative Quotes:

o Internal

 Business process: Office system

The system of our office and the organization must be followed. There are limits to what
each employee can do. And there is a limit to what clients can ask for. Discipline is necessary to
always go through the system in doing each job. This cannot be abused. But it can also limit the
work because going through the system does take time.

 Leadership style

 Honor raising / employee focused leadership:

When employees are treated well, they will respect me and I will respect them.
Employees must have self-respect first and this comes by my treating them with gentleness and
respect. Trust is very important.

Outside sources often influence decisions in the organization. Outside organizations will
bring new ideas or new programs to implement.

These are often encouraged by the director. So these new ideas require us to make
changes in our work.

There is a freedom to learn from your mistakes (if the mistake is unintentional). The
director is encouraging to the employees and allows mistakes to be made as long as the
employee learns in order to become a better employee in the future. This gives the freedom to
make decisions as they come without fear of anger or being fired.

 Honor preserving / top down leadership:

Big factor at our business is good leadership. Our leaders make us feel like a team. We
can all work in each other’s place or help each other in different jobs. We are also encouraged
to have new ideas and present them to the each other. The types of jobs we do and the way we
do them are always changing so that it makes it a good atmosphere to work.

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 Friends who work at another business say it is not like that there and they can only do
what they are told and not ask questions or give their opinions.

Most decisions are top down.

The director makes all the decisions. She tells the supervisors what to do and they tell
us.

o External

 Government mandates; Set of rules:

The biggest thing that impacts our decision making is the government. We have to do an
incredible amount of work just to operate legally and the government official’s aren’t always
interested in helping us.

 Economic pressures; Money & Power:

The biggest things that influence companies is money and power. This is bad but the
truth. Instead, people should be willing to help others but people do not think like that.

The biggest factor in any organization is money. Money controls everything including
decisions. Clients with money are treated differently than other clients. Workers are influenced
by money.

Questions:

1. How business leaders are ethically influenced in their decision making?

2. How do times of crisis/stress impact decision making in the organization?

3. How can decision making be influenced by the top down leadership style?

4. How can decision making be influenced by the employee focused leadership?

5. How do external factors impact decision making process in the organization?

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Case study 8: Elements of culture: THE “DO’’ AND “DONT’’
OF AN INTERVIEW IN MOROCCO

Value Orientations in Morocco:

Family and Personal Relationships: According to Kabasakal and Bodur (2002, p.47)
“Islam promotes and maintains family and kinship relationships, creating a highly
collectivistic society”. Therefore, family and long-term in-group relationships are
extremely important in Moroccan social and business culture.

Respect: Dignity and self-worth are especially importance so Moroccan’s take notice of
how others perceive them. Shame is to be avoided at all costs, so Moroccans will often
do as much as possible to win the respect of others and to avoid arguments and
confrontation. Moroccans are conscious of their reputation and will do whatever it takes
to ensure it is not damaged and to avoid shaming their family.

The Interview:

 Language

The French language is primarily spoken in the business world in Morocco, yet “the demand
for English is growing as Moroccans realize that while French will enable them to study in
France, English will present them with increased opportunities” (British Council, 2007).

 Room Settings

It can be observed that the Moroccan representatives prefer closeness and are sitting next
to each other. They are known to be oral people and therefore are not noticed to take many
notes during the interview.

 DO: try to use the right hand only, as the left hand is considered unclean.

 DON’T: decline the offer of drink, as it is considered discourteous.

 Dress Code

Although as a woman in an Arab country it is important to cover up, the business fashion of
men and women in Moroccan urban areas are extremely influenced by western style of dressing
(Kabasakal and Bodur, 2002; Carte and Fox, 2010). However, if visiting rural areas it is

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recommended to comply with more reserved traditional style and cover “from the knee (shorts
or skirt) to the elbow (short-sleeved T-shirts)” (Morocco Explored, 2012).

 DO: dress appropriate business style to establish your status. Yet, a more sober style
would be appreciated.

 DON’T: use to many accessories (Morocco Explored, 2012).

 Time

In Morocco the time is polychromic and it is seen as flexible and cyclical, and often people
“attempt to perform multiple task simultaneously” (Liu et al., p.110). It appears that the religion
impacted on the perception of time as Moroccans are not worried about delays using habitually
the phrase: “if God wills it” (Schmidt et al., 2007, p.251) or inshallah.

 DO: be prepared to be kept waiting. Use the time to small talk to anyone you meet as
you could discover important or interesting things.

 DO: take time to know the people in the interview board before starting the serious
matters.

 DO: take time to prepare your audience, find the right moment, and soften a bad news
or answer.

 DON’T: rush! It will undermine your position as “anyone in a hurry is viewed with
suspicious and with distrust” (Schmidt et al., 2007, p.251).

 DON’T: panic if Moroccans will often repeat inshallah.

 DON’T: look at a watch or clock during the meeting.

 Relationships

According to Carte and Fox (2010, p. 177) Morocco is a “relative truth culture” which
indicates that “the circumstances indicates the way you behave”. The authors continue “your
loyalty is more to your group (family, clan, friends and company) than to a set of abstract rules”.

Schwartz’s values approach describes on one hand the Eastern European nations are “high
in harmony, conservatism, and intermediate in hierarchy/egalitarianism” and other hand,
Islamic countries are “high in hierarchy, conservatism, intermediate in mastery/harmony”
(Guirdham, 2005, pp. 57-58)

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  DO: pay attention on creating and developing relationships and trust.

 DO: accept or offer small or symbolic gifts

 DON’T: criticize as it might not be taken light.

Applying the SOPHOP approach proposed by Carte and Fox (2010), is a good strategy to deal
with Moroccan people. The approach acronym stands for “be soft on people, hard on points”
which means that a person should “be able to nurture the relationship, while still ensuring that
you give no ground on the commercial issues” (Carte and Fox, 2010, p.131). This strategy molds
very well into the Moroccan context as for them the personal and business areas are
interrelated (relationship-oriented will take attacks personally).

Questions:

1. Which language is primarily spoken in Moroccan Business?

2. What are the rules of room setting in Morocco?

3. Which dress code is appropriate in Morocco?

4. How Moroccans deal with time and do they respect dates?

5. What is the best way to deal with Moroccan people?

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Case study 9: How to Negotiate like a Moroccan in Morocco

 Research Price Points:

Remember what your Mama told you, you better shop around! It’s insane how many of the
shops in the souks sell the exact same product and charge dramatically different prices (and the
shops are inches away from one another). In order to know an accurate starting price, you have
to do your research. NEVER buy the first rug you see. Instead, ask what price they’re looking for
and gauge costs as you look around. You’ll soon come up with an average starting price that
seems fair. It requires patience, but knowledge is power.

 Don’t Overreact:

So you’re walking through the souks, and there it is, the perfect rug. You didn’t think you’d
find it but voila! It’s staring at you and you freak out. Unfortunately, by doing this, they already
have a leg up as they can USE THIS AGAINST YOU. Act casual and calm. Hide your freak and
manage your reaction till you complete purchase!

 Know The Item:

Even if you think you know everything about the product, you should still do your research.
You should know what types of questions to ask on the spot. For instance, if you want to buy a
Moroccan rug, you’ll want to know a few things: Is it handmade? How long did it take to make?
What material is it made out of? How does it feel? You can use these questions to inform the
seller that you came prepared – this can also help intimidate them. Asking these questions will
help determine how much it cost to make (time, material, etc). By knowing all of this, you can
naturally assume an upper hand.

 Be Specific With What You Want:

If the seller KNOWS that you want the red (whatever) and they only have yellow, then they
will feel bad and potentially offer a discount. I’ve sometimes pretended to want a certain color,
knowing they don’t have it. Then I can say I like the product, but it’s not exactly what I was
looking for. You can use this on anything, and yes, it is a bit deceiving. That aside, what
specifically are you looking for? Do you want a specific color or pattern? Do you “need” a certain
size? Being specific and knowing what they have will also help speed up the process and ensure
you walk away with exactly what you want.

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  Know the Counter Argument:

Moroccans have “if-then” scenarios completely thought through for everything you’re about
to say. Therefore, in order to effectively haggle, you must think through both sides to be
prepared with a response. In other words, they could potentially take the guilt-trip route and
say things like: “My Grandmother worked on this rug her entire life” or “We don’t make any
money, you are our last customer of the day.” If they say this, you’ll need a planned reaction to
prove you’re not caught off guard, which will help in gaining the negotiating power back in
conversation. You could respond with something simple: “I can appreciate that, and also want
to make sure this is a fair price for both of us.”

 Prepare For Pressure:

A common tactic used throughout the souks and also in real life is when the negotiation is
done via an intense time constraint. Obviously, this tactic is used to apply pressure and get you
to answer questions in a speedy back and forth. In Morocco, it might look like: “Are you buying
this or not? Tell me yes or no.” In a negotiation outside of souk life, it might be a first round
phone interview with a Recruiter asking for your expected salary. You should know the answers
in advance so you’re ready. In fact, try talking faster than they are talking and see if you can trick
them into saying your price point.

 Know your Maximum Spend:

Before you agree or settle on a purchase, know exactly how much you’re willing to spend.
Do NOT go over this maximum. Stay strong.

 Play Good Cop/Bad Cop:

If you’re traveling with a friend, use this to your advantage. Agree on who will be “Good”
and who will be “Bad”. Chances are there will be two of you and one of them. They already have
a leg up because they do this ON THE DAILY. For this approach, you will want to find a happy
medium between the two cops. In other words, the Bad Cop can’t rip apart the item and the
Good Cop can’t oversell it. The Good Cop can come and state the pros while the Bad Cop can
point out the flaws and why it wouldn’t be worth the amount. Finding balance between the
both of you will ultimately show yes, you’re interested, but hey this product isn’t perfect
because of X, Y, or Z. And THAT is why there should be some sort of discount applied.

 Don’t Share a price First:

They will undoubtedly ask: “How much will you pay, I give you a good offer.” Avoid this trap!
You should never state a price point without knowing theirs first. Make them talk first, and then

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you can react based on what you already know is the average – since you did your research,
right

 Patience is Key:

The most patient people will always win, so make sure you have enough time to enter a
proper negotiation. Silence and pauses in conversation are especially important, because they
won’t know what you’re thinking. It could also lead them to believe you’re not interested,
causing them to talk more and potentially lower price.

 Walk Away:

I would only actually recommend the idea of walking away when you do not absolutely need
the item, as there of course is the potential risk that they may not scream after you. But hey;
“no risk, no gain”, isn’t it true? This tactic is best applied when you’re REALLY close to the
amount you will pay. Also, if you think that based on dialogue thus far, they will drop to that
amount by walking away.

Questions:

1. Can we consider overreacting a bad point while negotiating with Moroccans?

2. What should you keep in mind before starting negotiation?

3. How can walking away affect the negotiation?

4. What criteria should you have to win the negotiation?

5. What characterize Moroccan negotiators?

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Case study10: Things That Tourists Should Never Do in
Morocco, Ever

 Disrespect Islam

With more than 90% of the population following, Islam is Morocco’s state religion. Many
citizens follow the Sunni branch of Islam, though there is also a significant number of people
who follow various Sufi ideals. Disrespecting Islam in Morocco can offend locals. Although
Morocco is one of the more liberal and easygoing of the world’s Islamic nations, no guest should
seek to upset their host. Asking questions to learn more about the religion is fine, but limit
discussions about Islam to factual matters rather than offering opinions that may be
controversial. Respect rules that forbid non-Muslims from entering certain areas—such as
mosques and shrines—and dress reasonably modest in keeping with local customs.

 Disrespect the Monarchy

Morocco’s lèse–majesté makes mocking, criticizing, or otherwise speaking badly about the
Moroccan king illegal. A few misguided mutterings may offend, but going too far could actually
lead to a jail sentence of up to three years. Defacing anything with the king’s image is also a no-
no. Respect Moroccan laws for a trouble-free trip.

 Use Your Left Hand to Eat With

Many meals in Morocco are traditionally eaten with hands. Be careful to only use the right
hand to eat food with. The left hand is considered unclean as it’s typically the hand used by
Moroccans to clean with after going to the toilet. While unwittingly using your left hand to eat
with is unlikely to cause any drama, it might raise a few eyebrows, snickers, or scowls

 Walk Around in Beachwear (Away From the Beach)

In keeping with religious and cultural norms, general standards of dress in Morocco are fairly
conservative. Beachwear is certainly not appropriate attire for exploring Morocco’s cities,
towns, and villages in no matter how hot the temperatures may be. Keep bathing suits for the
beach only, and be sure to cover up when leaving for a hotel, restaurant, or anywhere else.

 Expect Everyone to Speak English

While there generally isn’t a problem with finding English-speaking locals in major tourist
and commercial areas, such as Marrakech, Fes, Rabat, Tangier, and Casablanca, don’t expect to

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as many people who speak English in lesser-visited parts of the country and remote areas. Due
to past colonialism, knowing a few Spanish words (in the north) or French words (in the middle)
can help out immensely. Those who can speak basic Arabic, however, will be able to
communicate with people almost all over the country. Most Amazigh-speaking Berbers speak
Arabic as well.

 Be Disappointed If Couscous isn’t On the Menu Every Day

Couscous is the national dish of Morocco and something that many visitors are keen to try
on a trip. Although the popular dish is often widely available in restaurants that mainly cater to
tourists, visit a more locally-oriented establishment and there’s a high chance that patrons will
only find couscous available on Fridays. There is a strong tradition of eating the tasty meal on
the Islamic holy day throughout Morocco. The time-consuming methods of preparing the dish
along with local customs means that many restaurants do not serve couscous on other days of
the week. There are still plenty of other delicious options to enjoy, though, such as tagine,
tangia (a speciality from Marrakech), and pastilla.

 Leave Morocco without Trying Mint Tea

If couscous is Morocco’s national dish, mint tea is the national drink. Loaded with sugar and
sprigs of fresh mint, the refreshing drink is a great way to experience a part of local life. Head to
one of the many cafés, order a pot, relax, and savior the taste while watching the world go by.

 Forget to Haggle in the Souks

Morocco is famous for its colorful souks (traditional markets) that sell an assortment of
items. From traditional clothing and footwear to spices, shisha pipes, lamps, tea sets, leather
goods, and more, a treasure trove of delights can be found in Morocco’s souks. It’s difficult to
resist loading up on gifts and souvenirs to take home. Prices are generally reasonable, but only
for those who remember to haggle. Haggling is a huge part of trade in Morocco, and vendors
provide an inflated starting price knowing that the end figure will ultimately be lower. There’s
no hard and fast rule about how much to pay, but negotiating any price is a must.

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Questions:

1. What is the main criterion of Moroccan dress code?

2. Why Moroccans use only the right hand to eat with?

3. What is the national drink of Morocco?

4. What characterizes the Moroccan trade?

5. Which traditions are related to eating couscous?

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