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The Obedient Servant

3/9/2013

1 Comment

 
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Hierarchy in the Workplace 

Some time back I attended a reception hosted by the Colombian embassy where I met the Minister Consul of one of the African embassies. The man, to me, seemed quite ‘high up’ but referred to himself as "The Obedient Servant”. 

As long as he remains second in command he will always be at the beck and call of the ambassador. Power is distributed unequally in all societies, however societies differ in that some fully expect and accept inequalities amongst people, whereas other societies feel that inequalities should be minimised and everyone should be treated the same. This particular gentleman comes from the former, where there is a strict hierarchy in society, a hierarchy that must always be adhered to. The Netherlands on the other hand has a quite egalitarian society where everyone is (supposedly) treated the same and being ‘higher up’ (be it in the workplace, politics or the local community) does not automatically mean more status and privileges.

So how does hierarchy, or lack thereof, effect the work environment? 

In hierarchical societies subordinates expect to be told what to do. They do not speak without being spoken to and they tend to do what they are told, even when they may not necessarily agree. In egalitarian societies on the other hand, subordinates expect to be consulted in the decision making process. They are expected to show initiative and come up with ideas themselves. Disagreeing with the boss is not uncommon.  These are two very different ways of working, and fine if everyone is playing by the same rules. But what happens when you have a hierarchical boss and egalitarian subordinate? Or an egalitarian boss and hierarchical subordinate? Terms such as “disrespectful”, “bossy”, “rude”, “improper”, “cowardly” and “servile” come into play. Misunderstandings about expectations, and misinterpretation of behaviour on both parts are two of the many problems that can arise from such situations. Being able to recognise the role that culture is playing, and reconcile such differences is crucial when both reporting to, and managing those from a different culture.

1 Comment
Louis Hofman
7/9/2013 11:36:42 pm

All my previous managers will start to laugh loud when it comes to the idea of "telling Louis what to do". Feedback by me comes with the package they learned. I in turn expected my staff to give feedback. I told them I like to manage by the principle "don't come to me for approval but telling me what you will be doing".

Having worked for multinationals and traveled ample abroad I am well aware that each country has it's own culture in this respect though. But also language is to be born in mind. To mention but an example: http://nothingnerdy.wikispaces.com/WHAT+THE+BRITISH+MEAN+WHEN+THEY+SAY...
I can only underwrite what Winston Churchill is to have said "The US and Brittain, two countries separated by the same language". This further to for around a decade having worked for US companies with offices in the UK.

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At Home Abroad is a registered company with the Dutch Chamber of Commerce, the Hague, the Netherlands. 
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