Text 4 business culture guide The United Kingdom

Making Appointments. Appointments should be made at least a few days in advance and, ideally, confirmed on arrival in the UK. The easiest times of day to arrange an appointment are probably mid-morning (say 11.00) and mid-after­noon (say 16.00). Breakfast meetings are rare outside London and other major cities and it is unlikely that an initial meeting will involve lunch (or dinner).

Punctuality is appreciated but no one really minds if you arrive a little late (up to 15 minutes) for a one-to-one meeting. Obviously, though, if several people are in­volved then there is a greater likelihood that someone will have another engagement to attend. On the other hand, you should not arrive too promptly for social events - but aim to arrive a respectable fifteen minutes after the speci­fied time; thus, if a dinner invitation states "7.30 for 8.00", it means that you will be expected at about 7.50.

Let’s Make a Deal. In keeping with their undemonstrative nature, Brit­ish businessmen approach their work in a detached way that regards objective facts and solid evidence as the only legitimate forms of persuasion; feelings and per­sonal relationships are usually irrelevant. Thorough preparation is important: you should bring a plentiful supply of business cards (which are normally ex­changed at the end of a meeting) and ensure that you have the proper materials for making effective presentations.

Meetings can sometimes appear rather anarchic with little apparent structure or direction. This is in keeping with Britain's proud democratic tradition that allows everyone his or her say, but whilst teamwork is important, British business culture remains essentially hierarchical. Senior executives continue to make the "big" decisions, sometimes unilaterally, but there is greater scope for input from junior staff.

Nevertheless, despite this traditional view of Brit­ish business as a hierarchical, pyramidal structure with a vertical chain of command, modern practice prefers a more flu­id approach that respects individuals as valuable members of the team.

Although British businessmen tend to emphasise short-term results rather than long-range objectives, they are generally interested in long-term relationships rather than quick deals. Decision-making can be a slow, deliberate process and rushing or putting pressure on the decision-maker is usually counterproductive; in the end, the Managing Director (the most senior execu­tive in the majority of British companies) will reach a fi­nal decision that may be unilateral and is effectively ir­revocable.

Attitudes to change and time tend to vary according to an age-industry matrix. Some older industries can bury new ideas in red tape for weeks if not months; on the other hand, younger enterprises can arrive at a plan of action for immediate implementation when the management team meets around a table. "Now" means "now", but "I'll put it in the post" or "I'll get back to you" may mean a long delay and maybe "never" (rather like "we must have lunch some time"). Agreements lead to contracts; if the British busi­nessman is really serious, the lawyers will set to work instanter.

During initial meetings, facial expressions are kept to a minimum and it may be difficult to perceive what the other participants are thinking but you can be sure that they are observing intently even when they appear to be doodling absent-mindedly. Thus, as always, it is important to remain guarded and profes­sional even when a meeting seems to slip into infor­mality, and to give your British counterparts the nec­essary time to make a full assessment of you as an individual, as well as of your proposal and your com­pany. In turn, you should also note how the partici­pants interact and try to ascertain who are the key players for the success of your project. The British are relatively taciturn by nature and it may be that the quietest person around the table actually wields the most influence and/or power.

Be aware in your dealings that the British are mas­ters of understatement and that irony is a favourite weapon. Tone of voice or facial expression may sometimes hint at what is really meant but not always and it is equally important to pay attention to what is not said.

Giving gifts is not a normal part of British business culture. Indeed, British business colleagues are quite likely to feel embarrassed to receive any gift at all. The only exception would be at the conclusion of a deal when it might be appropriate to give a unique commem­orative item to mark the occasion. Such items might be of gold, silver, or porcelain with a suitable inscription. Again, to avoid embarrassment on the part of the recip­ient, the object must be restrained, tasteful, and not os­tentatiously expensive. Small gifts such as a pen or a book, again suitably in­scribed, would be suitable tokens of genuine gratitude and flowers or wine/champagne suffice to thank (junior) colleagues for their services.

Alternatively, it will often be appreciated if you invite your hosts, or others you wish to thank, out for a meal or to the theatre/opera.

It is always good form to buy a round of drinks for your colleagues after work. (This is also the most common way of celebrating someone's birthday.)

Business gifts are never exchanged at Christmas but it may be appropriate to send a card, particularly as an expression of thanks to your business associates but also as a means of maintaining valuable contacts.

If you are invited to a British home, it is standard practice to take wine, flowers, and/or chocolates for your hosts. Spirits, on the other hand, are a matter of personal taste and best not given as a present.