In low relationship cultures, such as the United States, Australia, or Israel, people expect to engage in business immediately. This is unlike highrelationship cultures, such as Malaysia, Mexico, France, or Italy, where people
may devote time to building relationships by playing golf or having lunch together.
Low relationship cultures see the goal as setting and executing business objectives, strategies, and tasks, which can be accomplished by phone and fax, without spending time socializing beforehand.
In low relationship cultures, managers are expected to be task-oriented rather than people-oriented.
Building bonds with subordinates or supervisors is not considered work-enhancing and may even be seen as interfering with the achievement of business goals.
Similarly, connections made with peers are viewed as an outgrowth of working well together and recognizing one another's business abilities; these connections are not seen as naturally extending outside of the business environment.
This is very different from high relationship cultures, where managers nurture their bonds with colleagues and business associates.
Relationships are built while working on a project and during coffee breaks.Coworkers commonly go out for lunch, drinks, or dinner or engage in other social activities together.
In high relationship cultures, when an individual assumes a senior position in a new business environment, it is essential that the executive meets and greets people properly.Introductions, in person or by letter, from someone who already knows people inside and outside the organization can help a new manager or executive make a more effective beginning in the position. It may be useful for new managers and executives to spend time with key members of the organization.