Titles are Very Important

I thought I was in this situation, my first idea, I am Arab but I have lived in Italy for a long time, so I consider myself somewhat mixed, and I can handle it. Based on the Louis, Italy, and French models in the same category, taking into account the personal cultural orientation, The Multi-active one. This means that we are both oriented to dialogue. Therefore, we got some similarities in listening to information, leadership, the language of management, and time management.

However, there are some peculiarities. French usually want to do business with those they like and trust. In the country’s business culture, respect for a person depends primarily on his or her education, status, and achievements. Admired personal traits include intellectual capability, resourcefulness, dignity, aplomb, and tact. You should realize that some people may expect things to be done ‘their way.’ The French attitude may sometimes appear arrogant and cynical to foreigners (Lewis, 2000).

Titles are very important. If someone has one, use it instead, accompanied by the family name.

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Only close friends call each other by their first names. Introductions are accompanied by light handshakes. Men wait for ladies to initiate handshakes. Conservative attire is important when doing business, and first impressions can have a significant effect on how people view you. Meetings usually start with a few minutes of ‘small talk’ before getting right down to business. French humor can be ironic and cynical. Personal comments should be avoided. Business is a serious thing in France (Katz, 2008).

During the first meeting, it is best to preserve formality while remaining polite and cordial. Usually, initial meetings do not lead to straight decisions. Although the French also value tact or diplomacy, communication can be very direct, with no ambiguity or ambivalence, and people may frequently ask questions. Logic dominates most disputes, and you may be able to earn their respect by presenting confrontational ideas and defending them in the inevitable debate that follows. They will admire your ability to prove that you are well prepared and informed and maintain your calmness. The concept of ‘saving face is not very relevant in this country. While you want to remain respectful, being direct is better than appearing evasive or deceptive and pointing out eventual mistakes. Hand gestures and body language can be freely used, especially if they help underline what is being said.

The country’s business culture is quite hierarchical. Decision-makers are commonly senior executives who consider the best interest of the team or organization. While they are likely to consult with others, bosses accept all of the responsibility. The people you are dealing with may only be intermediaries, so try to win their support, to impact the final decision, cause gaining access to top managers can be difficult. The French may examine every single element before arriving at a decision. Consequently, decision-making and deliberate processes are very slow in France.

References

1. Lewis, R. D. (2000Cross-Culturalral - The Lewis Model. Retrieved from https://my.uopeople.edu/plugin_le.php/641383/mod_book/chapter/215405/BU1307_Unit_4/UNIT_4_-_3_-_The_Lewis_Model_-_Lewis.pdf
2. Katz, L. (2008). Negotiating International Business - France. Retrieved from https://instruction2.mtsac.edu/rjagodka/BUSM_51_Project/Negotiating/France.pdf