Paco J

Cuesta

DENMARK

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PSYCHOLOGY

Demark (…) corresponds to the faculty of determining the validity of evidence.

The Danes are, indeed, noted for their good sense, sound judgment, and clear, vigorous thought; and they show remarkable similarity to the English in their character, spirit, and ways of thinking and acting.

Psychology of the NationsA.L.Kip

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CULTURAL TYPES

Lewis Model

DIMENTIONS: POWER DISTANCE

Denmark scores very low in Power Distance

• Very egalitarian mindset

• The Danes believe in

• independency,

• equal rights,

• accessible superiors

• employee autonomy

• management that facilitates and empowers

• Workplaces have a very informal atmosphere

• Direct and involving communication and on a first name basis

Data: geert-hofstede.com

UAI

MAS

IDV

PDI

23

16

74

18

DENMARK UK NETHERLANDS

DIMENTIONS: INDIVIDUALISM

Denmark is an individualistic society

• High preference for a loosely-knit social framework in which individuals are expected to take care their immediate families only

• Danes. Small talk is kept at a minimum and you do not need to create relationships first.

• Danes are also known for using a very direct form of communication.

.

Data: geert-hofstede.com

UAI

MAS

IDV

PDI

23

16

74

18

DENMARK UK NETHERLANDS

DIMENTIONS: MASCULINITY

Denmark is a feminine society

• It is important to keep the life/work balance and you make sure that all are included

• An effective manager is supportive to his/her people, and decision making is achieved through involvement

• Managers strive for consensus and people value equality, solidarity and quality in their working lives

• Conflicts are resolved by compromise and negotiation and Danes are known for their long discussions until consensus has been reached.

Data: geert-hofstede.com

UAI

MAS

IDV

PDI

23

16

74

18

DENMARK UK NETHERLANDS

DIMENTIONS: UNCERTAINTY AV.

With a score of 23 Denmark scores low on this dimension

• Danes do not need a lot of structure and predictability in their work life.

• Plans can change overnight, new things pop up and the Danes are fine with it.

• Curiosity is natural and is encouraged from a very young age.

• What is different is attractive!

.

Data: geert-hofstede.com

UAI

MAS

IDV

PDI

23

16

74

18

DENMARK UK NETHERLANDS

BUSINESS ETIQUETTE

• Appointments are necessary.

• Send an agenda before the meeting and work from it without deviation.

• You should arrive at meetings on time. The Danes you are meeting will be punctual.

• Shake hands with everyone upon arriving and leaving. Handshakes should be very firm and rather short. Maintain eye contact while being introduced. Always shake hands with women first.

• Decisions are made after consulting

with everyone involved.

• Presentations should be well-organized

and factual: use facts, figures and charts

to back up statements and conclusions.

• Danes prefer to get down to business

quickly: communication is direct.

Text: KwintessentialPhoto: www.decoist.com

MANAGEMENT

• The Danes like to treat all people with equal respect and deference.

• Denmark is a controlled-time culture, and adherence to schedules is important and expected

• The role of the leader is to harness the talent of the group assembled, and develop any resulting synergies.

• The leader will be deferred to as the final authority in any decisions that are made, but they do not dominate the discussion or generation of ideas.

• Cross cultural management needs to understand the Danes fundamental belief in an egalitarian society.

Text: KwintessentialPhoto:http://minifigures.lego.com

MOTIVATING FACTORS

• Humor is an important factor - mild cynicism is acceptable.

• They are very interested in profit but often pretend it is only secondary.

• They insist on tolerance of views and flexibility.

• Stick to facts and analyse them intelligently.

• Make all proposals seem reasonable.

• Avoid

• Being overly serious; Danes think Swedes are so.

• Showing you think you are cleverer than they are.

• Laughing at them or at things Danish.

• Patronizing them in any way.

• Showing too much interest in materialism

or bottom-line focus.

• Infringing on anybody 's rights.When Cultures Collide: Leading Across Cultures, by Richard D. Lewis

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DENMARK

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