Firstly, what is striking in the Netherlands is the common company spirit, this belief is generalized in the capacities of man to act and progress. This cultural aspect then induced a direction of pluralism, mediation and even negotiation. The Netherlands are the crossroads, crossed and confronted by the French, the English and the German and which today is illustrated by the opening of the country to international exchanges.
It is appropriate at the same time to specify that the domestic market is particularly restricted, this is why the Netherlanders exert their talent regarding tradesmen and industrialists while turning to outsiders. In addition, they also had a very early social and political advantage. Generally, the laborers and the managers are well trained with university degrees and techniques.
It is noted that there are a few autodidacts. At the level of social relations, collectivism is of high importance from where the strong power of the councils work, particularly consulted for all the important reorganizations and which has a right to veto for the decisions concerning the personnel. Thus, there are few social conflicts.
Tags: Management in the Netherlands, Pluralism and mediation in Dutch companies
[...] Indeed of Dutch adults speak English and German is spoken in the same proportions. French is also spoken by almost 30% of the population. Businessmen are effective by their understanding of international realities. In this sense, they are tough negotiators who enjoy proposals supported by facts and figures more than simple intuitions or arguments of visionaries. This does not prevent them from being open- minded and constantly in search of consensus. B. Conducting meetings The principles of a successful meeting in the Netherlands are based on very little formalism and minimal organization. [...]
[...] The Dutch sometimes go so far as to the leader as one of their colleagues. And, since this is a general guideline, decisions are generally made by deliberation, consultation and mutual agreement. In this organization the leader's role is then to explain and explain, listen, argue and especially to build agreement. Finally, no distinction is really rigid barrier between work and private life. IV. Time management In the Netherlands, punctuality is highly valued and delays, failure to comply with deadlines or delivery dates have resulted in rapid deterioration of the trust and business relationships. [...]
[...] Conclusion There is a strong contrast between the northern and southern management in Europe and the case of the Netherlands is no exception to this rule. The force of collectivism is such that geographical boundaries are blurred, but a hierarchical organization is naturally effective and respected. International relations are vital to this small country whose companies globally illustrate highly technical fields. Practice of intercultural management is daily and is a real asset in terms of conducting projects or leading to a negotiation that respects the individual interest. [...]
[...] These latter points move closer to the managerial qualities acclaimed in Britain. In all, the Dutch manager must be competent, efficient and good negotiator in business, but also integrate the social and human aspect. He must be able to unite and collectively think which requires him to know the meaning and practice of consensus. Finally, the managers are generally straightforward and modest. There is little mobility of employees, and the Dutch are most often in the same business career in which they started. [...]
[...] Incidentally, this is manifested through domestic banks, and the high reputation of the range and quality of their services. The big names in this sector include Rabobank, ABN, Amrobank and NMB. B. The Style of Management Ultimately, the Dutch management style is not derived from a local base, but is the result of a compromise between the British style and the German style. In this sense, a good manager profile is described as one which achieves a certain balance between knowledge and qualification, which we assimilate in the Rhine style. [...]
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