Similarities and Differences in Perceptions and Evaluations of the Communication Styles of American and British Mangers

Abstract

American and British managers working in American companies in Britain were interviewed about issues associated with the workplace communication styles of themselves and the other group. They were asked to comment both descriptively and evaluatively about both similarities and differences. Transcripts were coded in terms of emergent themes. Results showed that the two groups were agreed about the existence and nature of differences. However, both groups displayed in-group favoritism and out-group disapproval in their evaluations; each group saw the style of the other as being comparatively dysfunctional. The results were interpreted to suggest that the American style and stated preferences reflected an orientation toward efficient task-related problem solving, whereas the British emphasized processes rather than products and status-based social relations. Given the greater transparency of the American style, it is argued that it is likely to be more efficient and less prone to misunderstandings for outsiders who are competent and familiar with English but not with local cultural conventions.