Saudi Arabia and Women in Business

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Table of Contents

Abstract
Women and Business
The negotiation
The negotiator
Adjustments to the delegation
The implication of the composition of the delegation
Conclusion
References

Abstract

Cultural and religious factors have come in the way of assimilation of modernization in the Saudi Arabian country. Nobility and shame are appended to the chastity and faithfulness of the female counterparts in a family. As a result, foreigners wishing to engage in business with Saudi counterparts have to adhere to customer expectations to create an impression of sensitivity to their beliefs and practices. However, in addition to the foreigner bending their rules, they should also communicate their culture as a sign of loyalty to their way of life.

Women and Business

Modernizations and globalization have had their toll on cultures and customers on a global scale. The significant divide between men women in some countries has greatly dissolved owing to certain factors. Saudi Arabia is no exception. Despite the custom that women hide behind a veil and remain indoors, recent times have seen a migration towards a woman who is more business conscious and career-motivated.

This emanates from the fact that women are not allowed to have face-to-face contact with other men except their husbands. However, as postulated by Ambika (1998), the dwindling GDP and per capita income originating from fluctuating oil prices has pushed women o take matters into their own hands. Nowadays, the number of women who have taken up careers and businesses continues to rise. Women are able to do business through a medium: either a male sponsor or the telephone.

The negotiation

Saudis prefer to do business with people who they have trust in. thus, before any engagements can be arrived at, the negotiator has to develop a business relationship with the Saudi counterparts as a sign of goodwill and friendship (Ali, 2009). Saudis prefer to do business with individuals who add value to their ventures as well as benefit friends and family. As a result, the negotiator should be someone who is well versed with the cultures of the Saudis and conscious of the customs. He or she should knowledgeable of the characteristics of their offer as well as be in a position to negotiate on behalf of the company as postulated by Kline (2005).

The negotiator

The head of the team need not be the best negotiator. However, the skills of the negotiator are necessary throughout the process. Therefore, the delegation should include the negotiator and a male counterpart who will act as the head of the delegation and work in consultation with the proficient female (Shoult, 2006). The male counterpart will balance the composition of the delegation since Saudis prefer doing business with men only. Since women are allowed to employ the services of male sponsors, the mission will not be jeopardized.

Adjustments to the delegation

As outlined by Ali (2009), Saudis are very selective regarding whom they enter into agreements with. As a result, the conduct and characteristics of the individual should match up to an acceptable standard. Because of the inclusion of the female negotiator, the hosts have to be informed early in advance to avoid any surprises. This acts as a gesture of sincerity and respect for the dignity of the hosts. Similarly, the female counterpart should only act on advisory roles and avoid contact with the Saudi counterparts. The dress code for the delegation has to be modest, especially, for the female negotiator (Baumann, 2007). As postulated by Morrison & Conaway (2006), Saudi men are receptive to western women despite being reserved.

The implication of the composition of the delegation

The empowerment of women in business and careers is a significant gesture despite the reception accorded (Jeurissen, 2007). The ability to trust women with business presents a strong message of equality among all genders (Kline, 2005). By so doing, it will portray the fervor with which the organization carries its business. It is a clear sign that the success of the business is paramount and culture and only comes second to success. However, since the female counterpart is accompanied, the element of sensitivity to customs is presented clearly, thus the hosts are bound to feel comfortable.

Conclusion

Culture affects the way we conduct business and other functions in our lives. However, intercultural relations should not be a hindrance to the progression of the business. Since both parties stand to gain, each side should be willing and able to give and take on the cultural limits. Therefore, in addition to converging to the hosts’ culture, foreigners should also uphold their dignity to avoid communicating submission.

References

Ali, A. (2009). Business and Management Environment in Saudi Arabia: Challenges and Opportunities for Multinational Corporations. New York: Taylor & Francis.

Ambika, P. (1998). Behind the veil: Saudi women and business. Harvard international Review. All for business.

Baumann, A. (2007). Influences of Culture on the Style of Business Behavior between Western and Arab Managers. Germany: GRIN Verlag.

Jeurissen, R. (2007) Ethics & Business Management in Society. Netherlands: Uitgeverij Van Gorcum,

Kline, J. M. (2005). Ethics for International Business: Decision Making In a Global Political Economy. New York: Routledge,

Morrison, T. & Conaway, W. A. (2006). Kiss, Bow, Or Shake Hands: The Bestselling Guide To Doing Business In More Than 60 Countries. Massachusetts: Adams Media.

Shoult, A. (2006). Doing business with Saudi Arabia Global Market Briefings. London: GMB Publishing Ltd.

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