Bridging the Gap: An Exploration of American and Norwegian communication and management patterns in the workplace

Abstract

The purpose of this study is to explore the nuances of Norwegian-American manager-employee relationships, particularly as they relate to the influence of cultural background upon workplace environment, management tactics, and communication efforts in each group. As globalization continues to be a driving force in the international market, American and Norwegian professionals are becoming increasingly interconnected. While these cultures may seem similar at a glance, subtle differences exist between the two that may lead to conflict in the workplace. This phenomenon is particularly common in instances where managers and their subordinates are of differing cultural backgrounds.

To gain a deeper understanding of these conflicts and how they may be mitigated at the managerial level, this thesis has run a qualitative research study to gather informant data regarding individual impressions of Norwegian and American workplaces, managers, and communication styles. This information was focused particularly on the way in which respondents’ perceived the communication efforts of managers belonging to each cultural background. The data collected during this process was then analyzed against existing theoretical frameworks to produce an understanding of the relationship between cultural background and workplace interactions between Norwegian and American managers and employees. Further analysis produced recommendations for managerial tactics that may be useful in the successful navigation of these relationships.

This thesis concludes that Norwegian and American workplace patterns are influenced by varying attitudes regarding individualism, masculine vs. feminine values, and long-term orientation present in each society. These differences have been linked to organizational conflict due to incongruent mental programming regarding workplace behavior, management, and communication patterns. The resolution of these conflicts is dependent on managers’ ability to successfully engage principles of cultural awareness and intelligence to mediate these divisive factors.