European and Asian countries have different business cultures. Understanding each one can go a long way in conducting business negotiations and sealing those much sought after deals.

This article comes as a sequel to the previous article entitled A Guide to Business Cultures: France, Germany, Japan, and South Korea and once again uses information and data taken from the cultural findings of Psychologist Geert Hofstede. In this edition, the countries to be tackled are Singapore, Philippines, Spain, and the United Kingdom.

Philippines. Filipinos respect their elders, expect to be told what to do by their seniors, and obey accordingly, writes Geert Hofstede in his cultural findings. Traditions and Filipino values such as hospitality and respect are given importance.

They are a collectivistic people who value family and extended relationships, as well as fostering and strengthening these relationships. For instance, the phrase "let's get down to business" is not acted out among Filipinos since they like getting to know one another prior to the business transaction.

Gatherings in and outside the workplace are also common. Birthday celebrations or at least, birthday treats are expected. 

Filipinos are open to new ideas and innovations; foreign products and goods are, in fact, welcome. However, due to their openness and flexibility, they do not strictly follow schedules and neither are they punctual.

Singapore. Singaporeans want for stability to be present in society and that is the same in the office. According to Hofstede, this has its basis on Confucian teaching; obligations, rules, and seniority direct relationships among individuals as well as societal norms (i.e. a fine for breaking rules)

In the workplace, there is centralized power and employees depend heavily on their bosses and on rules to do their day to day activities. For instance, a junior employee expects to be given orders by the senior employee and the former gives the latter proper respect and obedience.

Furthermore, people are collectivistic and not self-driven. Workmates are considered to be extended family and harmony within that unit must be maintained; as such politeness prevails over bold and hurtful truths.

When you conduct business, formal social relations should be strictly adhered to because that is how dignity, prestige, and respect are prospered. How things are done is found to be given importance; Singaporeans value hard work even though results may be slow in the making.

Spain. Spanish people live in the now, unlike the Singaporeans, and as such dislike taking their time. They want fast and ready results.

There is an open and free relationship among workers, wherein managers are found to take into account and consider opinions and thoughts of their subordinates. Confrontation and conflicts, however, are avoided.

Hofstede also found the Spanish to want certainty and that is why there are many rules to make life easier and less complex. It is advisable therefore for there to be a defined and explicit business plan and not something ambiguous and half-formed.

United Kingdom. Unlike the Spaniards, the British are comfortable with the ambiguous and the unknown. They are more open with less detailed business plans and projects than the Spanish, but there must be an end goal in mind.

Their changing environment is accepted. When abrupt changes occur, plans and schedules are adjusted accordingly.

The people in the United Kingdom are also highly self-driven, having been taught to go after their goals from a young age. Thus, they are attracted to ambitious and new projects and towards creative industries such as technology and advertising.

For more countries, see Geert Hofstede's website.