Current Managerial and Labor Climate
Intercultural Management - Switzerland
Being a Manager in Switzerland
- Formal and reserved in your behavior, and it is expected
that your Swiss colleagues will be the same.
- Arrive on time for
meetings,
- Show the proper deference to rank and position
- Do not
attempt to become familiar too quickly
The Role of a Manager
-
Cross cultural management needs to carefully study the corporate culture
of specific companies
Approach to Change
- Switzerland’s intercultural competence and readiness for change is low
Approach to Time and Priorities
- Switzerland is a controlled-time culture
- Individual’s ability to meet deadlines is important
Decision Making
- Managers are expected to provide explicit directions and ensure that
their subordinates have the proper materials
- Cross cultural management is
more likely to succeed if you understand that the Swiss are not risk
takers.
Boss or Team Player?
-
The role of the leader is to harness the talent of the group assembled,
and develop any resulting synergies.
-
Communication and Negotiation Styles
- Cross cultural communication should be relatively straight forward when
dealing with the Swiss.
Labor Climate
- Switzerland rates #2 among the world's national economies
- Workforce highly motivated
- Swiss labor market characterized by a liberal labor law, low regulation density
- Outstanding social stability
- Labor conflicts solved through negotiations between social partners
- Labor costs depend on direct wage and ancilliary wage costs and the total number of hours worked per year and the costs of absenteeism
- Annual working hours longer than European Countries
- Absentees due to illness low
- Strikers practically non-existent
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