EXPATRIATION & LABOR RELATIONS
DIRECTION & DEVELOPMENT
There is clear direction by a hierarchical structure in Germany.
However, decisions and strategies are formulated by a consensus.
German people look for order through the hierarchical structure rather
than a large power distance.
FOREIGN INVESTMENT CLIMATE
Foreign investment is welcomed by the German government.
ROLE OF WOMEN
While dependent on the industry and area of Germany, women are
typically treated as equals to men in the workplace. In fact, in
East Germany 94 percent of mothers are in the workforce. However, due to
the unification between East and West Germany, East German women who once
had the right to childcare are now losing that privilege.
Expatriate selection is a complex process and requires many
things to be determined before an individual is sent into the workforce.
For instance how does that culture react to women in the workplace, how
are foreigners treated, and what type of relationship exists between management
and the labor force (whether unionized or not.) In Germany,
women are accepted in the workforce, foreigners are accepted as long as
they follow the cultural norms of Germany, and the labor force is highly
unionized and works well with management.
In Germany, nepotism is frowned upon and discouraged. Career
advancement is still very much based on seniority rather than performance.
However, "performance related incentive schemes become more and more important
in Germany, especially in more dynamic business environments."
TRAINING & DEVELOPMENT
Germans workers look for "well defined job descriptions and specialization"
in the work place. These clear cut responsibilities lead to the more
secure and stable environment that most German workers look for in a job.
Over 40 percent of the labor force in Germany is comprised of union
labor. German unions are very powerful and typically one union exists for
each industry that is unionized. In fact, union members often participate
with management in decision making.Union membership is on a voluntary basis.
Deresky, Helen. International Management: Managing Across Borders.Third
Edition.Prentice Hall.2000. p383, 392-393, and 397.
Interview with Dr. Kirsten Daniel of Loyola University, New Orleans
Scarborough, Jack. The Origins of Cultural Differences and Their
Impact on Management.Quorum Books 2001. p215 and 216.