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As would be expected in a mainly hierarchical business culture, managers are less consensual than would be the case in countries where a more inclusive, matrix-style approach is employed. Therefore, managers can tend towards the directive they give direct instructions to subordinates who will, by and large, carry them out to the letter.
This also means that managers are expected to make the decisions and would involve their colleagues in the decision-making process to a much lesser degree than might be the case in a consensus-oriented countries such as Sweden or the Netherlands. Managers are expected to be sector/function experts and as such should know the answers to problems.
This directive management approach goes hand-in-hand with an almost old-fashioned sense of politeness and courtesy. Do not imagine a tyrannical boss barking orders at frightened subordinates. Everything is done with great charm and warmth. In fact 'charm' would be seen as one of the attributes of a good manager.
This also means that managers are expected to make the decisions and would involve their colleagues in the decision-making process to a much lesser degree than might be the case in a consensus-oriented countries such as Sweden or the Netherlands. Managers are expected to be sector/function experts and as such should know the answers to problems.
This directive management approach goes hand-in-hand with an almost old-fashioned sense of politeness and courtesy. Do not imagine a tyrannical boss barking orders at frightened subordinates. Everything is done with great charm and warmth. In fact 'charm' would be seen as one of the attributes of a good manager.