Analysis of Cultural Impact on UK-Bangladesh Business Report

This report analyzes the cultural differences between the United Kingdom and Bangladesh, focusing on their impact on international business communication and negotiation. The report begins with an introduction and provides an overview of British culture, referencing Hofstede's cultural dimensions and Kluckhohn and Strodtbeck's value orientation theory. It then explores the culture of Bangladesh, highlighting its characteristics and why it is important for British businesses to be aware of these cultural differences. The report compares the two cultures using Hofstede's dimensions, identifying differences in power distance, individualism, uncertainty avoidance, long-term orientation, and indulgence. It also discusses specific areas of negotiation between the UK and Bangladesh, such as trade in clothing and raw materials. The report concludes by emphasizing the importance of understanding cultural elements, including language, religion, and social habits, in successful business operations. References to relevant academic sources are provided to support the analysis.

IBM

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
Britain Culture.............................................................................................................................1
Culture of Bangladesh.................................................................................................................1
Why British need to be aware about the culture difference when doing business in
Bangladesh?................................................................................................................................1
Culture Difference Between two countries.................................................................................1
Different areas where British had made negotiation with Bangladesh in order to conduct
business.......................................................................................................................................2
Cultural difference between two nations with the help of model...............................................2
CONCLUSION................................................................................................................................2
REFERENCES................................................................................................................................3

INTRODUCTION
In the presentation made on International Business Communication, I have discussed the
cultural aspects of Britain and Bangladesh. The culture of Britain and Bnagladesh will be
assessed and areas of negotiation between both the countries will be identify.
Britain Culture
From the analysis of British culture, it was identified that British societies believed in equality
and they remain more individual and private. I have further investigated Hofstede Cultural
Dimension (1980) which helps in examining the British culture adequately. Hofstede conducted
extensive survey, theoretical reasoning and massive statistical analysis to develop the dimension
of national culture (Hofstede, 1980). I discovered the six dimension of culture that impacts on
the cultural environment of organisation or country. The first dimension was power distance
index, second was individualism versus collectivism, third was uncertainty avoidance index,
fourth was masculinity versus femininity, fifth was long termed orientation vs short term and last
was indulgence vs. restraint (Lindner, 1998). These dimensions help in analysing the cultural
aspect of any country or organisation. Another theory I have discussed was Kluckhohn and
Strodtbeck’s (1961) value orientation theory. According to the theory, the few values hold by
human beings describe their attitude (Kluckhohn and Strodtbeck, 1961).
Culture of Bangladesh
Bangladesh is the restrained country with its low indulgence score. It does not exhibit
strong preference in either direction. Bangladesh is highly uncertainty avoidance and it holds
rigid core of belief and behaviour.
Why British need to be aware about the culture difference when doing business in Bangladesh?
I have further compared the culture differences existing between two countries. I have selected
Bangladesh and United Kingdom to compare the cultural difference among these two countries.
With the help of Hofstede Cultural Dimension theory, I have analysed the six dimensions of
culture efficiently. The Culture of Bangladesh is opposite in some aspects, thus, British needs to
be aware of cultural difference when doing business in Bangladesh.
Culture Difference Between two countries
It was identified that Bangladeshi people accept hierarchical order and its PDI score was 80
which was more than UK. In individualism, the score of Bangladesh was low as compared to
UK. The score of Bangladesh was 20 and score of UK was 89. In uncertainty avoidance
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Bangladesh score was more than UK. It means that the belief of Bangladeshi people is more
rigid as compared to UK. In long term orientation, the score of Bangladesh was low (47) as
compared to UK (51) which shows that Bangladeshi people does not exhibit a strong preference
in either direction. I identified that Bangladesh is a restrained country as they got very low
indulgence score of 20. UK is positive and optimistic country as they got good score of 69. I
have discussed on the topic about the influence of culture on the business. Culture develops the
organizational process and process can modify the culture (Dignen and McMaster, 2013).
Different areas where British had made negotiation with Bangladesh in order to conduct
business.
There are several areas where Britain has made negotiation with Bangladesh such as import of
clothing raw materials and other articles. Bangladesh becomes the 35th largest trading partner of
Britain.
Cultural difference between two nations with the help of model
There are various elements of culture that influences the businesses such as language difference,
religion, social habits, etc. I have presented about all the elements in individual presentation.
Difference in languages creates barriers in transfer of knowledge and other organisational
process. Religion impacts on the companies’ operations and social habits such as dress codes,
cultural collusion, etc. also affects the strategic decision making of company. I have discussed
about cultural arrogance hegemony. It means the rules and regulation of cultural and ideological
means (Aycan, 2005).
CONCLUSION
In conclusion, I have wind up the presentation by describing all the topics I have covered
efficiently. Every country has different culture, religion, belief. There are various elements of
cultures that affects the operations of business organisations.
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REFERENCES
Books and Journals
Aycan, Z., 2005. The Interplay between Cultural and Institutional/Structural Contingencies in
Human Resource Management Practices. International Journal of Human Resource
Management. 16(7). 1083-1119.
Dignen, B and McMaster, I, 2013. Communication for International Business: The secrets of
excellent interpersonal skills , Collins, London
Hofstede, G., 1980. Motivation, leadership, and organization: do American theories apply
abroad?. Organizational dynamics. 9(1). 42-63.
Kluckhohn, F. R., and Strodtbeck, F. L., 1961. Variations in value orientations.
Lindner, J. R., 1998. Understanding employee motivation. Journal of extension. 36(3). 1-8
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