ROMANIAN BUSINESS CULTURE

- PAT T E R N S O F T H I N K I N G, C O M M U N I C AT I O N, B E H AV I O U R -
 People from Romania recognize themselves
as trustful business associates and they are
BUSINESS very tough when talking about business.
They are extremely competent people – this
ETIQUETTE is mirrored by the fact that a lot of the
Romanians hold MBA degrees in
distinguished universities outside Romania.
BUSINESS
ETIQUETTE
They are up to date with
everything that concerns
their field and they are
studying a good amount of
time their partner before
the first business meeting.
All the Romanian business
people pay respect to their
partners, regardless if they
are from the same country
or from foreign countries,
and they expect to receive
the same respect from their
associates.
PUNCTUALITY

Punctuality is treated as a strength in

Romania, when making business, and it is
crucial to be on time at the meeting, or
even a bit earlier.
If by any reason, the partner will arrive
late to the meeting, it is essential to call in
advance and to apologise for the delay.
FACE-TO-FACE COMMUNICATION

Negotiation is the most essential part when doing

business, so it is necessary to learn how to negotiate and
how to operate in order to establish a deal. Business
Romanian people care for a serious proposal and the
partner should be well qualified with all the relevant
knowledge and materials in order to participate in the
negotiation.

An extra attention to the body language should

be taken into consideration: it should not be to
rigid or relaxed – this is valid for both sides.
FACE-TO-FACE COMMUNICATION

Romanians have a gratitude for a healthy mind, body

and spirit – if the partner looks exhausted, they will
consider that their partner will not be capable to finish
the engagement.

When in face-to-face communication, especially in

negotiation, it is for the best to use clear, simple remarks
rather than technical terms – both sides will understand
everything correctly.
 Presentation is meaningful in Romania, and if
you do not appreciate it, it may point into an
embarrassing position.

PERSONAL At the first meeting, it is polite to address

your Romanian partner with Mr. or Mrs.
TITLES followed by their last name or title, such as
‘Mr. Doctor’, ‘Mrs. Professor’, etc.
The younger person should greet first,
regardless of gender.
In the last 15 years, Romania, like all post-communist countries, has
imported many international principles, managerial practices and
organization of human resources in organizations. Some of these
imports have been successful, others have not even reached the
deployment phase. The relative position of a country on the scale from
0 (low) to 100 (high) from Geert Hofstede's six points of view is a
good predictor of behavior and social, family and education norms,
workplace behavior, organization state, political color and ideas.
IF WE EXPLORE THE ROMANIAN CULTURE THROUGH THE
LENS OF THE 6-D MODEL, WE CAN GET A GOOD
OVERVIEW OF THE DEEP DRIVERS OF THE ROMANIAN
CULTURE RELATIVE TO OTHER WORLD CULTURES.
Romania
100
90 90
90
80
70
60
52
50
42
40
30
30
20
20
10
0
Power Distance Individualism Masculinity Uncertainty Long Term Indulgence
Avoidance Orientation
 This dimension deals with the fact that all
POWER individuals in societies are not equal – it
expresses the attitude of the culture towards
DISTANCE 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 inequally.

Romania scores high on this dimension (score

of 90) 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.
POWER DISTANCE
As described above, a classic example of high power distance will be
the following: Considering a work environment. There is a request to
change an existing business process. When analysts approach the
topic, they found out that the employees from the specific department
execute the daily business process in a specific way. The analysts take
notes and presents their findings to the director of the department.
When discussing the actual process flow, the director of the
department completely disagrees with the actual process flow,
although this is the way it was operating for a long period of time. In
order to solve this issue, the analysts decide to gather both the
employees and the director of the department in order to discuss the
actual process mapping. Although the employees give real life
examples of the flow, the director ignores all the presented
information and decides that the process should be mapped as
described by him.
 The fundamental issue addressed by this dimension is the
degree of interdependence a society maintains among its
members. It has to do with whether people´s 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.

INDIVIDUALISM Romania, with a score of 30 is considered a collectivistic

society. This is manifested 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 employee’s in-
group, management is the management of groups.
INDIVIDUALISM
Let us consider a department, from a multinational company that it is
based in Romania. If one individual wishes to take a holiday break, he
may do so. In order that his tasks will be at day, he has three options:
 he tries to do the important matters in advance;
 he can delegate a colleague to do his tasks in the period that he will be missing;
 Both of the above situations combined.

With this taken into consideration, all the proper matters are solved,
the department runs smoothly, and the individual can enjoy his
holiday, but this does not mean that he can turn off his phone if
something urgently occurs.
 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

MASCULINITY 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).

Romania scores 42 on this dimension and is thus

considered a relatively Feminine society. In Feminine
countries the focus is on “working in order to live”,
managers strive for consensus, people value equality,
solidarity and quality in their working lives. Conflicts
are resolved by compromise and negotiation.
Incentives such as free time and flexibility are
favoured. Focus is on well-being, status is not shown.
MASCULINITY
For individuals from a highly masculine cultural background, mothers
may tend to feel more comfortable dealing with the emotional
implications of a diagnosis from a clinician, while fathers may feel
more comfortable handling the factual aspects of the situation and
show less emotion in response to a diagnoses. In a clinical situation, this
may include appointment scheduling, payment, and questions for the
clinician. In a feminine culture, these roles in clinical interactions may
be more evenly split across the male and female members of a family,
and emotional responses may be more clearly observed across both
genders.
 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
UNCERTAINTY 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
AVOIDANCE 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.

Romania scores 90 on this dimension and thus has

a very high preference for avoiding uncertainty.
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) 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.
UNCERTAINTY AVOIDANCE
Clinicians often encounter questions about prognosis and outcome
when working with both children and adults.
Individuals from a strong uncertainty avoidance cultural background
may feel a strong need for a definitive prognosis, time line, and
outcomes expectations.
Individuals from a weak uncertainty avoidance cultural background
may feel more comfortable with the unknown and have less need for
a definitive prognosis.
 This dimension describes how every society has
to maintain some links with its own past while
dealing with the challenges of the present and

LONG TERM future, and societies priorities these two

existential goals differently. Normative
societies. which score low on this dimension, for
ORIENTATION example, prefer to maintain time-honored
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.

Romania has an intermediate score of 52 on this

dimension.
LONG TERM ORIENTATION
The short-term orientation cultures embrace of tradition and focus on
"saving face" may influence how an individual and caretakers
approach re/habilitation. Individuals may have a sense of shame or
feel strongly that it is necessary to "hide" a disability.
Individuals from a long-term orientation culture tend to order
relationships according to status, which may influence how an
individual and caretakers respond to a diagnosis.
 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

INDULGENCE Restrained.
With a very low score of 20, Romanian culture
is one of Restraint. Societies with a low score in
this dimension have a tendency to cynicism and
pessimism. Also, in contrast to Indulgent
societies, Restrained societies do not put much
emphasis on leisure time and control the
gratification of their desires. People with this
orientation have the perception that their
actions are Restrained by social norms and feel
that indulging themselves is somewhat wrong.
INDULGENCE
Restraint as a cultural value tends towards a perception of
helplessness and that what happens in one's life is beyond his/her own
control.
Clinicians may find that, in response to a disability, individuals from a
culture of indulgence feel that they have control over their future level
of function and participation in life activities; meanwhile, individuals
from a background of cultural restraint may have a sense of
helplessness and be less actively involved in taking control over their
involvement in functional activities outside of the clinic.
Additionally, in cultures valuing restraint, leisure activities are of lesser
value, which may prove important to consider in selecting functional
therapy activities. Cultures valuing indulgence place higher importance
on leisure and so activities considered enjoyable may be more
appropriate for individuals with this cultural trait.
 MAIN
CULTURAL VALUES

Romania has often been labeled as one of history’s greatest survivors

with a past of invasions and occupations. While the country attempts to
leave behind its communist past, present day attitudes and traditions still
reflect this part of its turbulent history.
Modest attitudes and behaviors coupled with Orthodox Christian beliefs
reflect their simple-minded and down-to-earth mentality that has been
shaped by years of hardship.
Though they may appear abrupt or unreceptive at first, Romanians are
considered among the friendliest and hospitable people in Europe with big
hearts, a unique sense of humour and a strong cultural heritage.
Understanding this is the first step towards successfully doing business in
Romania.
KEY
CONCEPTS
INFLUENCING THE PROCESS OF DOING BUSINESS IN ROMANIA

Relationships – As a family-focused society, Romanians depend heavily on

relationships with others. Romania’s history of invasions and occupation has created
an environment where it takes time to get to know other people. Once a relationship
is formed, however, it will be a long-term one based on loyalty and trust.
This carries over into the business world, where outsiders are often treated very
formally until there has been time to get to know them and establish a relationship.
Romania’s communist-controlled past has created a culture in which the group is more
important than the individual. Relationships are therefore a vital part of the
Romanian business culture and must be developed in order to succeed.
 Religion – The majority of Romanians are members of the Romanian Orthodox
Church, in fact they make up the second largest population of Orthodox Christians
anywhere in the world after Russia. Though their religion was suppressed under
communism, it has always played an important role in shaping the way they live.
Romanians are very family oriented and communal and place a lot of importance
on births, deaths and marriages and on their relevant Orthodox celebrations.

Identity – Romanians have experienced centuries of turbulent and difficult times

but have made it through to become an emerging presence in Europe. They are
proud of their country and particularly of their national heritage. As a result, they
tend to be sensitive about cultural and political matters that concern their country
but are always thrilled for any opportunity to share Romania with others.
There is a strong hierarchical system in place, with delegation coming
from the top down and decisions are rarely questioned or challenged
by those of a lower rank. Most business dealings are very formal and
senior members of the group are given the most respect and privileges.
Responsibility and position are clearly defined. Those with authority
command a higher level of respect which is often reflected in the
decision-making process and use of titles and formal greetings.
 BUILDING BUSINESS RELATIONSHIPS

Business Protocol
Romania is still governed by a great deal of bureaucracy.
Personal relationships are crucial if you want to cut through the red tape.
Much business involves overlapping local bureaucracies, which make
conducting business a time consuming process that require perseverance.
 BUILDING RELATIONSHIPS
-FACTS-
Romanian prefer to do business with people who are down-to-earth and do not brag
about their accomplishments or financial achievements.
They pride themselves on using proper etiquette in all situations and expect others to
do the same.
When in doubt, start out in a formal style and allow your business colleagues to
progress the relationship to a more personal level.
As long as you are considered an outsider (someone who is not family or a friend), you
will be treated with utmost formality.
Once your Romanian colleagues get to know you, they will think of you as an insider,
which let them treats you more informally.
One a relationship has been developed, it is with you personally, not necessary to the
company you represent. Therefore, if you leave the company, your replacement will
need to build their own relationship.
Punctuality is common in entrepreneurial companies or those that frequently do
business in the international arena.
When dealing with state-run companies, you will most likely be kept waiting.
Meetings are generally formal and follow old-world rules of courtesy.
Expect to spend time getting to know people before delving into the business purpose
of your visit.
Presentation should be factual and easy to understand.
Avoid hyperbole or making exaggerated claims.
  Business is hierarchical. Decision-making power is held at the top of the
company.
 Most decisions require several layers of approval. At times it may
appear no one wants to accept the responsibility for making the decision.
 It may take several visits to accomplish a simple task.
NEGOTIATING  Romanian can be tough negotiators, but are concerned about being
taken advantage by foreigners.
-FACTS-  Romanians have a tendency to tell others what they think they want to
hear.
 Avoid confrontational behavior or high-pressure sales tactics.
 Use an indirect negotiation style. Being too direct is viewed as poor
manners.
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THE END. THANK YOU!