Cultural traits of the future managers from generation Y – an example of young Europeans

Abstract

On the one hand, internationalization and globalization processes influence the fact that attitudes and behaviours of representatives of different cultures become similar. On the other one, opposite processes which aim at the manifestation of cultural differences can be observed.The aim of this article is to find an answer to the question whether young people, students of higher schools of economics, future managers show similar cultural traits or whether the influence of the native environment is so strong that young Europeans manifest different values. In order to answer this question selected characteristics, which are significantly applicable at work in an enterprise have been used.The answer to the aforementioned question has been searched both in the literature on the subject as well as in empirical studies conducted in ten European countries (Belgium, the Czech Republic, Finland, France, Spain, the Netherlands, Germany, Poland, Portugal, Great Britain). Their results show significant similarities of cultural traits among the young respondents coming from the surveyed countries. These characteristics are manifested in various attitudes, hypothetical behaviours and the judgment of behaviour of others.

Delay in Recruitment: Evidence from a Developing Country

“…Krishnan (2008) proved that among the graduates of Master of Business Administration programmes (the sample of Hindu respondents), the previously cherished values which were oriented towards others (including such qualities as being helpful, polite and well-mannered) became less important than the values which are oriented towards oneself. This tendency is confirmed by the findings presented by Huettinger (2008) in the context of Lithuanian and Latvian students as well as by the studies carried out by Bartosik-Purgat (2014) in the case of e.g., Czech students of economic specialities, who tended to value individualism more. It is difficult not to agree with O'Doherty (2016) who claims that at present there emerges a need to redefine programmes at schools teaching management and include the issues related to manners and taste in the curriculum.…”

“…This causes misunderstandings and limitations in communication. What is more, this issue translates into potential threats for the companies which undergo internationalisation and is a serious obstacle in obtaining clients and business partners (Bartosik-Purgat, 2014). Bukhantseva (2015) drew attention to specific forms of language, the so-called corporate communication, whose aim is to identify specific problems and make mutual decisions.…”

“…Simultaneously, it should be an expression of the respect felt for others, a sign of taste and elegance combined with moderation and simplicity. It is important to pay attention to the culture of the country where the manager e.g., conducts negotiations, or what the visitors nationalities are (Bartosik-Purgat, 2014). In CEECs conservative traditional dress code is expected, and in Western European countries businesspeople pay attention to high-quality attire (Okoro, 2012;Zator-Peljan, 2013).…”

“…In the subject literature to date show, that staff in managerial positions are expected to act efficiently towards building the competitive advantage of their enterprise in international or even global markets (Adamczyk, 2017;Bartosik-Purgat, 2014). According to Okoro (2012), it largely depends on managers whether international business relations established by them will bring profits or losses for the company.…”