British-Bangladeshi Business: Cultural Awareness and its Importance

This report assesses the extent to which British individuals need to be aware of cultural differences within Bangladesh when conducting international business. It defines culture, outlines British and Bangladeshi cultures, and highlights the cultural differences impacting business, including organizational structure, decision-making processes, and communication styles. The report explores how British and Bangladeshi businesses respect each other's cultures, the growth in bilateral trade, and negotiation styles in British culture. Examples from industries in the UK are provided to illustrate the flat structure of business, contrasting it with the hierarchical structure often found in Bangladesh. The report concludes by emphasizing the importance of cultural understanding for successful international business ventures and references various sources to support its analysis.

EVALUATE TO WHAT EXTENT BRITISH PEOPLE NEED TO BE AWARE
OF THE CULTURAL DIFFERENCES WITHIN BANGLADESH WHEN
DOING INTERNATION BUSINESS. ??

Table of Content
What is culture
British culture
Introduction of Bangladeshi culture
Cultural difference between British and Bangladesh
Negotiation in British culture
Influence of cultures
Need culture of Bangladesh and British
Examples of industries
International team
Cultural differences
Conclusion
References

INTRODUCTION
 It is important for the people to be aware about each others culture when doing
international business.
 The presentation will evaluate cultural difference between Bangladeshi and British
people.
 It will analyse the negotiable characteristics represented in British culture and relevant
theory to demonstrate the difference.

WHAT IS CULTURE
 Customs beliefs and social behavior of
people denotes the culture.
 Culture is termed as group of people
with same social habits, language, art
cuisine and religion (Csikszentmihalyi,
2014).

BRITISH CULTURE
 It is Christian majority country
 Most people make use of English language
The people use both styles of communication that is under statement and direct
communication (Dalley and Rappoport, 2013.).

BANGLADESHI CULTURE
It is Muslim majority country
(Karim, A.R. and Nigar, N., 2014).
Most people make use of Bangla language,
which is the major barrier to international
business communication.
It is a hierarchical society and therefore it comes
hindrance at the time of international business communication.

British people doing business with
Bangladesh
• British is expanding their market by tapping Bangladesh.
• It is due to English being the second language of the country
• There is a strong demand of products, equipment are services
• However, the difficulty area is the practices in Bangladesh lacks
transparency.
• It has bureaucratic burden which acts as a barrier in business
• For instance, doing business clothing business in the country can
create problem of taste and preferences. It can be sort out by
doing extensive market research and business communication.

CULTURAL DIFFERENCE
BETWEEN BRITISH AND
BANGLADESH
According to British people, Bangladesh follows the tall structure of organisation whereas
British people believes in flat structure and according to them it is the best strategy to
involve employees in business communication.
In accordance to British people, employees in Bangladesh are not allowed to participate in
decision making process however, the British business organisation enables the
involvement of every individuals who are working for the same project (Lewis, 2010).

British and Bangladesh respecting
each others culture
They try to adopt each others practices by communicating and designing a pact.
It helps in giving better services in other countries
Better communication practices help in understanding the practices of the
business in well defined manner as well.
British people are aware of cultural differences and hence take appropriate steps
to deal with the emerging issue in business communication.

Awareness level of British people with
respect to cultural differences
• British people are aware of cultural difference prevailing in Bangladesh. To
cope up with it employees from the host countries are recruited in order to
understand the market well.
• Adequate amount of duration is allotted for market research so that taste and
preferences of new market can be understood well.
• To avoid communication barrier, Bangladeshis are kept on front desk for the
jobs such as query resolution etc.
• Focusing on these aspects make the business process easy and smooth.

Business between Bangladesh and UK
There is 119% of growth in bilateral trade of goods and services from 2007 to
2012. The main exports of goods between these countries includes
• Nuclear reactor
• Machinery
• Mechanical appliances
• Sound recorder and reproducers
• Iron and Steel
• Prepared Animal fodder.

NEGOTIATION IN BRITISH
CULTURE
Negotiating style OF British people assist them in international business communication with
people of Bangladesh
 The formal and polite way of negotiating assist the people in communicating
internationally.
 The British negotiators are mannered and reserved.
 The individuals believe in following ethics when negotiating.
 The British negotiator when negotiating ensures two condition that either Win-Win or Win
Lose.

Need culture of Bangladesh and
British
The people of the cultures do not create barrier in performance of
each other business operations.
The people respect each others culture by accepting the changes in
linguistic terms and organizational structure and culture.

EXAMPLES OF INDUSTRIES
All the organisation in retail industry of
United Kingdom that is Tesco, Aldi,
Morrisons, Marks and Spencer and many
more follows the flat structure of business
in which the industry enable every
employees to take part in decision making
process (Abdullah, Boyle and Joham,
2011).
 The industry believes that employees
understands the taste and preferences of
consumers more than top level
management.

CULTURAL DIFFERENCES
 Kluckholn and Strodtbeck's demonstrate cultural differences of people on the basis of
following:
Human Nature: British people are very generous and polite which helps them in
cooperating and coordinating activities. Whereas the people in Bangladesh are well
behaved but not generous as the individuals are very strict with regard to their beliefs of
religion (Hofstede, 2011).
 Man Nature Relationship: The people in UK are friendly and works at same level
however people in Bangladesh are dominant.

CONTD.
 Time sense: British people are diverse according to changes and time whereas people
in Bangladesh are very particular about time boundation, rules and regulation.
 Activity: The best mode of activity in UK is involvement of all the individuals working
with the organisation (Hofstede, 2011). Apparently in Bangladesh the individuals are
distributed and involved in activities according to their authorities and power.
 Social Relations: Social relation in organisations of UK are maintained by policies and
procedures whereas in Bangladesh the relations are maintained as per the Ethical belief
of individuals.

CONCLUSION
 The presentation summarized the definition of culture which assisted in determining the
difference in two cultures of British people and Bangladeshi.
 It outlined the respect among people for each other's culture when doing internal
business.

REFERENCES
 Csikszentmihalyi, M., 2014. Society, culture, and person: A systems view of creativity.
In The Systems Model of Creativity. Springer Netherlands. (pp. 47-61).
 Abdullah, A.B.M., Boyle, S. and Joham, C., 2011. Cultural factors in workforce
management: the case of multinational companies operating in Bangladesh.
International Review of Business Research Papers. 7(2). pp.196-211.
 Lewis, R.D., 2010. When cultures collide. Nicholas Brealey Publishing.
 Hofstede, 2011. Dimensionalizing cultures: The Hofstede model in context. Online
readings in psychology and culture. 2(1). p.8.
 Greckhamer, T., 2011. Cross-cultural differences in compensation level and inequality
across occupations: A set-theoretic analysis. Organization Studies. 32(1). pp.85-115.

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