1) What are some current issues facing Germany? What is the climate for doing business in Germany today?

A) There are some problems of Germany. They were listed as follows.

The financial crisis have diverse and huge issues and new ones with each day.

The falling stock market Impact on Banking Impact on Retirement More to add to your ideas Minimum wage Influx of foreigners Unemployment in the New Germany Gas Prices There is always a good environment to do business in Germany today because the government is also encouraging investments in that country according to their particular norms and conditions to be followed. This country is good in exporting and it is good if we concentrate on that business particularly and also the food industry is the best option who is going to start business. 2) Are the leadership styles used by the German managers really much different from those used by the Americans? A) Yes, there is lot of difference in the leadership styles between German and American styles. As far as I know American are born leaders. They had the ability and rule their subordinates. American CEOs tend to use one of five leadership styles: directive, participative, empowering, charismatic, or celebrity. There is less freedom of action for executives and boards in America than in Asia. US have no congruent culture since different individuals with different culture records have immigrated to this country. However group of general tendencies are observable in common history of Americans. Some of them are as follows 1. Categorizing human being as good or bad

2. Noncompulsory thinking 3. Dominance on nature 4. Individualism 5. Functionalism 6. Attention to present and future instead of past American people know themselves dominant on the nature, have tendency to solution of problems and emphasize on three variables of structure, strategy and system. Hofstadter has recognized Americans as the most individualist nation in the world. American managers believe that they can control their environment and what occurs in it, and they assume themselves responsible for the problems out of home such as strikes and economic events. GERMANY
The German managers in this study rate themselves among the highest in Europe at setting direction for the future. They are second only to the Sweden in their ability to embrace new ideas and perspectives. For Germans, plans are made after in-depth study, taking a long-range and broad approach, and thinking through the implications of decisions by projecting into the future. The Germans, on the other hand, are comfortable in a leadership role and are willing to take command, and may in fact have difficulty when required to function as a team member rather than a team leader.

3) Do you think the German managers are really more theory X-oriented than their U.S counterparts? Why or why not? A) Yes, the German managers are theory X-oriented because they dont want any one to be their boss who are outside their culture. As discussed in above question they are not comfortable in taking command rather than a team leader. So that is the reason why German managers are really more theory X-oriented than their U.S counter parts.

4) Are the German managers who have come to the U.S likely to be having the same types of problems? A) Yes, there is going to be the same problem if the same attitude of German managers is been maintained because this type of behavior is not preferable at all times in the work place.

Leadership is good and also depending on the situation it should be maintained. They should cooperate with the team mates to resolve the problem and then they can discuss the all possible ways to resolve the issue.

5) Using the GLOBE study as a guide, what are some leadership attributes you would expect from the Germans? How does this affect the way German subordinates view U.S leaders?

A) Some analysts refer to Germany's rule-oriented, hierarchical focus on task accomplishment as an example of an Eiffel Tower management style.

While it is true that German subordinates rarely disobey or openly question orders from higher level authority, corporate power structures in Germany are typically more flat than they are tall. That's because German businesses are collections of highly specialized teams.

The Eiffel Tower culture is most common in Northwest European countries, including Germany. Deutschland is famous for its more deliberate, stodgy German process of management by consensus

The way in which Germans learn and work differs strikingly from other cultures, including those of neighboring European nations. In Germany, jobs are well-defined while assignments are fixed and limited. German employees know what they are supposed to do within an Eiffel Tower culture that is hierarchical, with orders coming down from the top with very little upward communication.

Generally, German managers are slow to accept changes partly because of Germany's strong aversion to risk. Also, Germany is the world's number one exporter noted for precision engineered products. Germans strongly believe that their processes have been proved superior, and it's hard to argue with their successes. Therefore, German leadership and motivation style synthesizes the most pertinent characteristics from Authoritative Theory X, Paternalistic Theory Y and Participative Theory Z.

From Theory X:

Germans like to be directed. In Germany, job security is primary