Universidad de Lima

Facultad de Ciencias Empresariales y Económicas

Carrera de Negocios Internacionales

SENEGAL
Bellido Vargas, Jairo Cesar

Código 20200252

Bito Cruz, Diana Victoria

Código 20200273

Calixto Solis, Gabriela Fabiola

Código 20200357

Hermocilla Contreras, Kiara Camila

Código 20200990

Kalinowski Vegas, Fernando Alonso

Code 20192948

Professor

Vera Castro, Maria Petronila

Lima – Perú

25 de septiembre del 2022

 TABLE OF CONTENTS

CHAPTER I: INTRODUCTION ................................................................................... 1

CHAPTER II: INFORMATION ABOUT SENEGAL .................................................. 2
2.1. General Information ............................................................................................. 2
2.2. Indexes ................................................................................................................. 3
2.3 Analysis of layers of culture ................................................................................. 4
2.4 Business Etiquette ................................................................................................. 5
CHAPTER III: CULTURAL DIMENSIONS FOR PERU AND SENEGAL ............... 7
3.1 Hofstede’s Dimensions of Culture ........................................................................ 7
3.2 Globe Project’s Cultural Dimensions ................................................................... 9
3.3 Trompenaars´ Cultural Dimensions. ................................................................... 15
CHAPTER IV: CULTURE AND COMMUNICATION PROTOCOLS WITHIN THE
ORGANIZATIONS OF SENEGAL ............................................................................ 19
4.1 Barriers in communication.................................................................................. 19
4.2 Strategies and negotiation processes................................................................... 20
4.3 The management of conflicts, agreements and contracts ................................... 21
CHAPTER V: GLOBAL MANAGEMENT AND LEADERSHIP ............................. 23
5.1 Incentives and rewards used in the main companies of Senegal ........................ 23
5.2 The main companies in Senegal and what kind of leadership they practice ...... 24
5.3 What are the expectations of the leader in Senegal? .......................................... 24
CHAPTER VI: PODCAST .......................................................................................... 26
CONCLUSIONS .......................................................................................................... 27
RECOMMENDATIONS ............................................................................................. 28
BIBLIOGRAPHY ........................................................................................................ 29

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 INDEX OF FIGURES

Figure 1 Hofstede’s Comparison: Peru and Senegal .................................................. 11

Figure 2 Globe Project’s Comparison: Cultural Practices and Values in the Sub-
Saharan Africa Group .................................................................................................. 14
Figure 3 Globe Project’s Comparison: Cultural Practices and Values in the Latin
America Group ............................................................................................................. 14
Figure 4 Globe Project’s Comparison: Leadership Scores for Outstanding Leadership
in the Sub-Saharan Africa Group ................................................................................. 18
Figure 5 Globe Project’s Comparison: Leadership Scores for Outstanding Leadership
in the Latin America Group .......................................................................................... 18
Figure 6 Trompenaars´ Comparison: Peru and Senegal……………………………….19
Figure 7 Hacking Culture Podcast…………………………………………………………30

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 CHAPTER I: INTRODUCTION

In the present report, we will evaluate various points to be discussed with respect to the
country of Senegal and for example the principals and largest cities, their religions,
ethnic groups, political and economic system, and official holidays. Also their indexes
like Human development index, The Gini index, Index of economic freedom and others,
we will do an analysis of layers of culture (behavioral, norms and values, assumptions
and beliefs). To add in the present report, we will evaluate business etiquette like
greetings, the ways of addressing, dress code, business cards ritual, dining etiquette and
others.
Also, we will do an analysis of cultural dimensions for Peru and Senegal, based on
different models and concepts, to mention some are Hofstede’s Dimensions of Culture,
Globe Project’s Cultural Dimensions, Trompenaars´ Cultural Dimensions.
To give a short description of Senegal, is a country on the west coast of Africa with a
rich French colonial legacy and many natural attractions. In Dakar, the capital, is the
old district of Medina and the renowned Musée Théodore Monod museum, which
exhibits African art. Dakar is also known for its nightlife, centered around native mbalax
music. Saint Louis, formerly the capital of French West Africa, has an old city with
colonial architecture.

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 CHAPTER II: INFORMATION ABOUT SENEGAL

2.1. General Information

In order to have an overview of any country, it is very important to know general

information about it, because before making an important decision as a starting a new
commercial relationship, a general information will be really useful. Next it will appear
some substantial data about the general information of the country of Senegal.

Senegal, whose official name is Republic of Senegal since their Independence in June
of 1960, is part of the continent of Africa, specifically located in West Africa. This
African country has a total surface area of 197.161Km2 approximately. The official
currency in Senegal is the CFA franc, the meaning of the acronym CFA is African
Financial Community.

The total population of Senegal amounts to 16,7 million approximately and in its official
capital Dakar live 2,732,000 of the total population (Economist Intelligence Unit, 2022).
53,3% of the population is rural and the other 46,7% are urban. About the holidays
celebrated in Senegal are similar to other countries as new year or Christmas, but
Senegal also has some other holidays that belong to its culture, one of them is the
Independence day as its name says in this day (April 4th) , people celebrate the
independence of Senegal they also have the celebration called Korité (May 3th) which
is one of the most important days of its calendar which is celebrated by the Muslims
community of Senegal but for the tolerance of religion in Senegal this days is considered
an official holiday.

The largest cities in Senegal are Thiès (286.000 hab.), Mbour (243.000 Hab.), Saint
Louis (187.000 hab.), Kaolack (182.000 hab.), Ziguinchor (170.000 hab.); this data was
obtained in the Economist Intelligence Unit (2022).

There are more of 20 ethnic groups in Senegal, but the main ones are the Wolof (43%),
Peul (24%), Serére (15%) and Diola (4%) who speak native languages as the Wolof,
Serer, Peul, Mandinga, Soninké and Siola but the official language in Senegal is French,
because of their colonizing country France.

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About the religion in Senegal, they are considered a secular state, which means that
there are different beliefs and religions but they coexist in a peaceful way. However,
most of the population in Senegal are Muslims (90%-95%) and a minority profess
Catholicism (3%).

The political system in Senegal is focused on the president which means they are a
Presidencia list republic. They have an Executive power constituted by the president
and its ministers; a unicameral Legislative power composed of the National Assembly
with 165 members; an independent Judicial power composed of judges and magistrates
who are chosen by the president.

2.2. Indexes

There are some important indexes that must be taken into consideration before any
important agreement with Senegal. It is essential to know that in 2021, Senegal got
23.358 million euros and with these figures Senegal ranks 107th in economy by volume
of GDP. According to Datos Macro (2021) in the Human Development Index, Senegal
ranks 168th in HDI with 0,512 points in the last research made by the United Nations,
this means most of the people in Senegal have a poor quality of life. In the Gini Index,
Senegal had 38.1 points (2018) which means that the distribution of incomes in the
African country is very unequal; in the Doing Business index Senegal ranks 141th out
of a total of 190 countries in 2019, which means that it is not that easy doing business
in the African country. And it is fundamental knowing the Index of Economic Freedom
in Senegal, this country had 58 points out of a total of 100 points, this means labor,
capital and goods do not move as freely as they should. And last but not least, Senegal
got 43 points ranking 73th in perception of corruption, which means that the population
in this country perceive an increase in corruption.

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2.3 Analysis of layers of culture

2.3.1 Beliefs

Senegal is open to various religions and the various religious groups coexist in relative
harmony (Commisceo Global, 2019). Although, according to La Oficina de
Información Diplomática del Ministerio de Asuntos Exteriores, Unión Europea y
Cooperación (2022), the majority of the population (90%-95%) identify themselves as
Muslims, and at the same time are related with one of the three principal brotherhoods:
the Mourides, the Tijaniyya, or the Qadiriyya. Christianity is the most important
minority, mainly present in the center-west and south of the country (Casamance).
Therefore, ‘‘interfaith marriage is common as is the practice of having different
members of the family following different faiths’’ (Commisceo Global, 2019).

Likewise, according to Commisceo Global (2019) many Senegalese, no matter their

religion, believe in supernatural forces and that certain people such as herbalists,
diviners, spiritual guides, marabouts (religious figures), have the power to use these
forces. Also, people ‘‘consult with diviners or marabouts to protect themselves against
evil spirits, to improve their financial status or bring them love, to cure chronic illnesses,
to settle disputes, or to place a curse on another person’’ (2019).

2.3.2 Communication

Commisceo Global (2019) mentions in the Senegal guide that the Senegalese use a lot
of proverbs, sayings, analogies and metaphors when they speak, especially if what they
have to say is delicate. It also says that ‘‘eye contact is not pervasive, in fact making
direct eye contact throughout a greeting and conversation may brand you as arrogant’’
(2019). Also, the Senegalese tend to lower their gaze, especially when speaking with
someone senior to themselves in age or position.

2.3.3 Daily life and social customs

Clark et al. (2022) mentions in their Senegal research that ‘‘even though the constitution
prohibits discrimination by sex, traditional religious beliefs in many parts of the country

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prohibit women from inheriting land, and society generally recognizes men as the heads
of the households’’. According to the source, the country’s cultural heritage is preserved
through oral tradition, mainly by the oldest men of the community, who are at the
summit of Senegal’s hierarchical society (Clark et al., 2022). They also indicated that
meals, generally, are eaten communally from a single dish, as they are in many parts of
West Africa, and a code of conduct called fayda ensures proper sharing (2022).

2.4 Business Etiquette

2.4.1 Greetings

For Senegalese people, greetings are essential and it should never be underestimated. It
is usual to take time to ask about the health and welfare of the family members as a
thread of courtesy during a prolonged handshake (Commisceo Global, 2019). Even
though most Senegalese are Muslims, cross-gender touch can occur unlike other
Muslisms countries, however, very religious women or men should not shake hands
with the other sex (2019).

2.4.2 Ways of addressing

According to Commisceo Global (2019) is that ‘‘people should be addressed by their

academic, professional, or honorific title in French and their surname or first name,
depending upon the personal preference of the person’’.

2.4.3 Dress code

According to Centro de Estudios Internacionales Gilberto Bosques (n.d.), Senegalese

value a good appearance and a correct dress code. In the case of men, they should wear
a suit, a shirt and a tie. In the case of women, they should wear a knee-high dress or
skirt and a blouse as it is accepted. Women should avoid wearing tight clothing and
short skirts because it will seem disrespectful for Senegalese.

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2.4.4 Business cards ritual

As stated by Commisceo Global (2019), the first step to do is to present and receive the
cards with the two hands of the right hand. As the language Senegaleses speak is French,
it is important to have one side of the business card translated into French. Furthermore,
the title occupied must be notorious in orden to let the other people know our position.
Also it is essential to consider never writing on your or another’s business card and to
take a look at the other’s business card before putting them away (2019).

2.4.5 Dining etiquette

As claimed by Commisceo Global (2019), Senegalese table manners can be formal. It

also mentions that the seating order is usually a matter of hierarchy, it is therefore to
wait to be shown to your seat. Before the meal, a washing basin will be brought out for
people to wash their hands. To start eating, you have to wait until the eldest male does
and eat only with the right hand. Another points that raises is to expect to be urged to
take second helping, this happens with each dish and that generally, people stay for half
an hour or more after dining to continue building a personal relationship (2019).

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 CHAPTER III: CULTURAL DIMENSIONS FOR PERU
AND SENEGAL

3.1 Hofstede’s Dimensions of Culture

Figure 1.
Hofstede’s Comparison: Peru and Senegal

Nota. Adapted from “Country Comparison”, by Hofstede Insights, 2022. (https://www-portal-

euromonitor-com.ezproxy.ulima.edu.pe/portal/analysis/tab).

3.1.1 Power distance Index

Related to Power Distance, Senegal has 8 more points than Perú, which means that it
has 70. This score shows that employees from Peru and Senegal perceive that the
working environment is unequal regarding power because their superiors do not trust in
their employees.
According to Hofstede Distance (2022), in Peru this is reflected in a higher proportion
of supervisory staff and salary differentials. Moreover, it is believed that it comes from
its cultural herency from the Inca empire, colonial and authoritarian governments.
In the case of Senegal, it is a hierarchical society and everyone has their own role.

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3.1.2 Individualism vs. Collectivism

Peru has 16 points classifying as a collectivistic country as well as Senegal with 26

points. People from both countries tend to be very loyal to their groups, and in
reciprocity the group will defend their interests. Moreover, loyalty is important for these
societies rather than other social rules. In addition, it fosters solid relationships in which
everyone has to take responsibility for their partners.
If someone does not follow this structure it will lead to shame and the loss of face.

3.1.3 Masculinity vs Feminity

As we can see both countries Peru and Senegal have 42 points and 45 points,
respectively. It demonstrates that both are feminine societies, some of their
characteristics are the care for others and quality of life and success or to highlight is
not really important. The principal motivation in the feminine dimension is liking what
you do, however in the masculine society is to stand out and to always be the best, and
to reach success. (Hofstede Insights, 2022).
Managers usually endeavor for consensus, quality of life, compromise and negotiation.
Also, some incentives are free time and flexibility.
Specifically for Peru some reasons according to Hofstede Insight (2022) is that workers
do not prefer wealth or public recognition over its family or human relationships.

3.1.4 Uncertainty Avoidance

Regarding this indicator Peru has a high level of uncertainty avoidance (87 points)
which according to Hofstede Insights (2022) that “the members of a culture feel
threatened by ambiguous or unknown situations and have created beliefs and
institutions that try to avoid them”. For that reason, this culture has a lot of rules and
legal systems to have everything structured. However, in practice it is difficult to follow
because of corruption and other factors.
On the other hand, Senegal has a low uncertainty avoidance (55 points) showing no
relevant preference for avoiding uncertainty, people tend to be more relaxed and open
to new ideas and innovation.

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These differences can affect business cooperation because Peru and Senegal have
different perspectives on this dimension. Some of the problems could be the lack of
cooperation or understanding of the long-term objectives from each perspective, in
addition both countries have different reactions to the change. Some solutions to this
could be to foster communication activities in order to have a better working dynamic
and it is important to set principle objectives and goals with a structure but also allow
flexibility because not everyone has the capacity to follow in each step.

3.1.5 Long vs. Short Term Orientation

According to Hofstede Insights (2022), this dimension is related to “how every society
maintains some links with its own past while dealing with the challenges of the present
and future”.
Peru and Senegal have the same punctuation which is 25, this shows that both countries
have a short term orientation which means that are normative cultures rather than a
pragmatic culture and prefer to maintain traditions and sacred norms while observing
how social change with resentment.

3.1.6 Indulgence vs Restraint

In this dimension Senegal has no punctuation and Peru has a high level of indulgence
(46 points). It is evident that Peru has a combination of indulgence and restraint culture.
For that reason, the Peruvian culture allows gratification but it is regulated by social
norms, and also we have freedom of speech but also a rigid behavior. On the whole, it
has a balance with work and leisure time and desires.

3.2 Globe Project’s Cultural Dimensions

Even though the analysis should be made with the results of the investigation Globe
2020 did in 62 countries, they didn’t drop the results of Senegal and Peru. Therefore,
we will analyze the countries we are studying as part of the Sub-Saharan Africa Group
and part of the Latin America Group, respectively; since the results published are an
average of the group.

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Figure 2.

Globe Project’s Comparison: Cultural Practices and Values in the Sub-Saharan

Africa Group

Nota. Adapted from “Culture, Leadership and Organizations”, by Globe, 2020.

(https://globeproject.com/results/clusters/sub-saharan-africa?menu=cluster#cluster)

Graphic 3.
Globe Project’s Comparison: Cultural Practices and Values in the Latin America
Group

Nota. Adapted from “Culture, Leadership and Organizations”, by Globe, 2020.

(https://globeproject.com/results/clusters/latin-america?menu=cluster#cluster)

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3.2.1 Performance orientation

In the case of performance orientation, related to the way in which the society sees the
performance improvement, excellence and business progress (Globe, 2020). On the
table, the Sub-Saharan Africa group (4.13 points) got 0.28 more points than the Latin
America group (3.85 points).

Linking up the results with the Globe scale, both countries are on a medium scale. It
means that they do not have strong individual beliefs on the control they might have on
their destiny, and they do not tend to be as competitive as other countries may be. In
addition, they are not that focused on social relations and being relaxed with their future;
and neither Senegal nor Peru defines people only by their achievements or their progress
in work in an extreme manner.

3.2.2 Assertiveness

As it is presented on Graphic 1 and Graphic 2, the results on the assertiveness scale are
similar. The Sub-Saharan Africa Group got 4.24 points and the Latin America Group
got 4.15 points, with only a difference of 0.09 points. And, they are on a medium scale
as well. Both countries have a balance on the value of hard work, effort and progress,
and cooperation partners have. This is also related to how they are with social relations,
not being too confrontational, and they don’t have a strong relation and common feeling
with the strong nor the weak.

3.2.3 Future orientation

In the case of future orientation, there is a difference of 0.38 points as the Sub-Saharan
Group got 3.92 points and the Latin America Group got 3.54. Both countries are on the
medium scale as it was on the previous cultural dimensions, but in this case Peru is
closer to the relatively low scale.

The future orientation is ‘’the extent to which individuals engage in future-oriented

behaviors such as delaying gratification, planning, and investing in the future’’ (Globe,
2020). For that reason, both countries do not tend to save and plan for the future and

11
neither tend to spend their resources or do activities only expecting instant gratification.
Peru and Senegal societies are on a medium point between being too flexible and being
strict.

3.2.4 Humane orientation

According to Globe (2020), the Humane orientation scale refers to how individuals are
rewarded by society due to the positive attitude and caring they have towards each other.
As we can see on the graphics, both countries are still on the medium scale; the Sub-
Saharan Group got 4.42 points and the Latin America Group got 4.03 points, the
difference being 0.39 points.

These results explain how both societies tend to care, help, support and make generous
actions with their fellow citizens but they also tend to seek for their own pleasure and
prioritizing themselves, on some occasions. Peruvian and Senegalese citizens like to
belong to a collectivist society but they also like to have power.

3.2.5 Institutional collectivism

As Globe (2020) describes institutional collectivism, it is the ‘’degree to which

organizational and societal institutional practices encourage and reward collective
distribution of resources and collective action’’. According to this cultural dimension,
the Latin American Group got 3.86 points, whereas the Sub-Saharan Africa Group got
4.28 points, the difference between their scores being 0.42 points.

Analyzing these results with the definition of institutional collectivism, we can say that
they don’t support collective distribution totally, nor a very limited distribution of
resources or collective action.

3.2.6 In-group collectivism

Regarding this dimension, the Latin American Group obtained 5.52 points and the Sub-
Saharan Africa group got 5.31, both groups being on the relatively high, near to the high
scale. This means that both countries tend to be more interdependent on their families

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and organizations, being loyal and proud of them, and working together as a whole,
making decisions in groups.

3.2.7 Gender egalitarianism

According to Globe (2020), this dimension is related to how societies minimize gender
inequality. Analyzing the previous graphics, the Latin American group got 3.41 points,
and the Sub-Saharan Africa group got 3.29; both of them on a relatively low scale.

In these countries women are more likely to participate in the workforce, instead of the
labor force, and there is a relatively low percentage of women taking the role as a leader
and having authority over organizations. This shows that there is relatively high
inequality in the gender spectrum in these countries.

3.2.8 Power Distance

Globe (2020) described the power distance as ‘’the extent to which the community
accepts and endorses authority, power differences, and status privileges’’. In this case,
the Latin American group analysis shows that they have 5.33 points in this dimension,
whereas the Sub-Saharan Africa group obtained 5.24 points. Both countries are on a
relatively high scale.
According to their scores, both countries have a tendency to accept the difference in
power that social classes have, in authority and the privilege, providing social order to
their society.

3.2.9 Uncertainty avoidance

In this dimension, the Latin American group got 3.62 points, and the Sub-Saharan
country got 4.27. Peru and Senegal are included in the medium scale, but Peru is closer
to the relatively low scale. Peru tends to rely less on their norms, rules and procedures
to reduce the unpredictability of their future, having informal norms and behaviors.
Whereas Senegal has a score similar to Peru’s. Senegalese citizens tend to formalize
their norms and interactions, relying on their rules and having a meticulous order.

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3.2.10 Analysis of the leadership visualization

Figure 4.
Globe Project’s Comparison: Leadership Scores for Outstanding Leadership in the
Sub-Saharan Africa Group

Nota. Adapted from “Culture, Leadership and Organizations”, by Globe, 2020.

(https://globeproject.com/results/clusters/latin-america?menu=cluster#cluster)

Figure 5.
Globe Project’s Comparison: Leadership Scores for Outstanding Leadership in the
Latin America Group

Nota. Adapted from “Culture, Leadership and Organizations”, by Globe, 2020.

(https://globeproject.com/results/clusters/latin-america?menu=cluster#cluster)

Analyzing these graphics related to what characteristics are more impactful to have
outstanding leadership in both regions, we can see that they have similar results. The

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scores are not that different, but we can see that the results on the Human Oriented
dimension is where the gap is bigger, but still not that significant.

This shows that in Peru and Senegal, the outstanding leaders tend to be charismatic and
team oriented. In addition, they need to be participative in their work space. Including
their coworkers and having a good relationship with them will increase the motivation
in the work environment and tend to show high performance.

3.3 Trompenaars´ Cultural Dimensions.

Figure 6.
Trompenaars´ Comparison: Peru and Senegal

Nota. Adapted from “Culture Xplore”, by Trompenaars Hampden-Turner

(https://www3.thtconsulting.com/culture-factory/culture-explore/compare-countries/)

3.3.1 Universalism vs Particularism

According to Trompenaars (n.d.), ‘’this dimension concerns the standards by which

relationships are measured’’. As we can see, Senegal obtained 9 points, whereas Peru
got 45 points. The score Senegal has shown that they have strong orientations towards
relationships; the bonds they have with friends or family are stronger than they are with
abstract rules, and these can change depending on the circumstances.

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On the other hand, Peru is in the middle of this dimension. This means that they have a
stronger connection with rules and norms, and they think they need to follow them.
They should be applied in the same way to everyone.

3.3.2 Individualism vs Communitarianism

In this dimension, Peru got 23 points, having a tendency on communitarianism. As its

name says, they are group oriented and care for their community. They also tend to
focus on common goals and objectives, making decisions as a team. In contrast, Senegal
obtained 44 points, having a more balanced opinion on this dimension. Senegalese
citizens, aside from having a communitarian tendency, they also have a tendency on
individualism, but not in an extreme way in any of the cases. They focus on individual
goals and objectives as well. The achievements and decisions they take should also be
considered individually and take care of themselves.

3.3.3 Specific vs Difuse

Peru obtained 22 points which means that Peruvian people usually tend to be highly
involved in business.
On the other hand, Senegal obtained 7 points, for that reason people tend to also involve
themselves in business.
Both pertain to Diffusely oriented, consequently they are characterized to engage others
in different areas of their life. Also, they show various personality traits.

3.3.4 Affective vs Neutral

As the graphic shows, Peru has 57 points on the affective vs neutral dimension, whereas
Senegal has 16 points. According to the definition Trompenaars explained, ‘’people
from Senegal adopt a high tendency to display emotions.’’ (n.d.). They are more
reserved and don't show emotions that much. Their feelings and expressions are
expressed carefully. In contrast, Peruvian citizens tend to have a balance between the
extremes of concealing or displaying emotions. Their moods and feelings aren’t bottled

16
up; in addition, in Peru expressing what you think and being open with your opinion is
a form of sincerity,

3.3.5 Achievement vs Ascription

This mention is based on how personal status is defined. So on one hand, related to
people from Peru, they are more likely to take a high tendency to use their given status.
And on the other hand, the people from Senegal are likely to have a higher tendency to
use their given status. For example, in "achievement-oriented" societies, status is a
reflection of performance, of what a person does and has accomplished in himself. To
sum up, "you are what you do".

Remember that the way that status can be attributed or assigned may be different. In
some cultures, age can confer attributed status, whether in others it is derived from
surname or family history, for example.

3.3.6 Sequential vs Synchronic time

This dimension focuses on how people organize their time, from a sequential/single-
task approach to a synchronous/multi-task approach. In business, how people manage
time is important to how we plan, strategize, and coordinate our activities with others.
In Peru the people are more multi than single-tasking, and the people from Senegal, tend
to have a very high orientation towards multi-tasking.

There Are two kinds of people in this dimension, the people who structure time and
tasks sequentially view time as a series of passing events. And on the other hand,
synchronically oriented people view the past, present, and future as being interrelated.

3.3.7 Inner vs Outer directed

This dimension refers to how people relate to the environment and the degree of
perceived control over it. Internally controlled people have a mechanistic view of
nature. This mechanistic view of the environment favors a feeling of internal control,
people seek to take control of their lives and see their own internal perspective as the

17
starting point for determining the "right" action. In business this translates into a "tech-
driven" attitude.

In Peru the people have a high orientation to taking control. And the people in Senegal,
tend to have a very high orientation to going with the flow. You will be doing business
with people who tend to follow the ups and downs of the business cycle. They seek
harmony, tranquility and peace and avoid conflicts. They often have a very flexible
attitude and are willing to compromise to keep the peace. They focus more on others
than on their own interests.

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 CHAPTER IV: CULTURE AND COMMUNICATION
PROTOCOLS WITHIN THE ORGANIZATIONS OF
SENEGAL

4.1 Barriers in communication

Senegalese people often communicate in a nonverbal language such as facial

expressions, hand gestures, eye contact, space distance between people and touch, use
of time, vocal sound and more, therefore they are a high context country. The type of
language mentioned can make it difficult for foreign people to communicate with them
if the following actions are not known.

According to the research of Sohia Piazza (n.d), physical contact such as hugging when
greeting someone, kissing both cheeks, touching shoulders or arms or pushing someone
directly to them in a gentle way are common for Senegalese people, therefore Senegal
is a low territoriality country, which differs with some countries that have a non-contact
culture. However, public display of affection, especially in a romantic sense, are not
allowed (Piazza, n.d). Besides, it is common that when going to markets or public
places, vendors would gently grab or link someone’s arms who was passing by in order
to lead them to their merchandise, in which they are very insistent (Piazza, n.d). For
foreign people who are not used to that kind of approach, it may seem that the vendors
are being rude, which can turn into a discussion and a negative experience for those
involved.

Additionally, hand gestures and actions should not be done with the left hand due to the
belief that it is not clean and eye contact is normally not maintained while speaking in
general, especially with superiors or elders. In order to demonstrate respect, it is better
if eye contact is done initially but then, the eyes should be averted (Piazza, n.d).

Senegalese people often snap their fingers or make a hissing sound to get someone’s
attention, which may seem to foreign people as disrespectful and rude, causing problems
in the communication due to the misunderstanding of the situation (Piazza, n.d).

19
Furthermore, they present a monochronic culture because they value patience a lot and
people take their time to just sit and do nothing, which is uncommon for people with a
polychronic culture, for example, United States (Piazza, n.d.).

4.2 Strategies and negotiation processes

When talking about strategies related to communication protocols within Senegalese

organizations, it is important to consider the difference between cultures. According to
ABC expat (n.d.), ‘’ensuring that you are compliant in registering your company is
critical’’ is important. In addition, Senegalese companies work using strictly different
legal options to invest depending on the private or public means. It should be considered
to negotiate with these companies knowing the legal framework they work under and
work following their rules. They always prioritize their integrity in doing business.
Senegalese companies like to work under a strict framework, and when there is lacking
information in a certain area, they prefer to involve an expert to continue the
negotiations.

The Natural Resource Governance Institute (2020) mentions how there is rivalry
between African negotiation teams. Sometimes their institutions clash in the process of
toughening their relations due misunderstandings. Additionally, ‘’the private sector
actors, parliamentarians and local elected officials are now involved in the preparation
of negotiations in order to strengthen the government’s position’’. That is why it is
recommended in the negotiation terms to anticipate the Senegalese party tendency after
or before the meetings to reopen discussions that were previously agreed.

To feel safe, they prefer to use international payment methods in advance, according to
ICEX (2022). Also, it is recommended to have economic solvency as it can show your
position as a negotiator, and it facilitates the negotiation process. In addition, as
mentioned before, Senegal companies sometimes involve an expertise in certain topics,
so it is also recommended that as an investor get in contact with an commercial advisor
to develop the commercial relationship and gain reliance between the companies. This
is important as it is difficult to maintain business relationships with Senegalese cultures
if there isn’t a good negotiation process.

20
Aside from the information presented, it is important to mention that in Senegal,
companies and their workers use French at work as it is the official language, even
though 72% of the population use Wolof to communicate, according to Translators
without borders (n.d.). Also, men are used to shaking their hands as a greeting. In
contrast, between women there is no physical contact; even though, it is seen that
women shake their hands when they are trying to show respect to each other. But before
that, when in contact for the first time with a Senegalese, you have to have a small talk
exchanging last name; it is highly recommended to mention their last name as much as
you can because this action deepens the communication and connection, according to
Lang Media (n.d.). Also, they appreciate the farewells to their family as they take it as
a considerate action.

Senegalese entrepreneurs avoid confrontation at all cost, according to the Culture

Crossing Guide (n.d.). This also can be applied to situations of pressure. And the best is
to show up on time for the meetings. In Senegal, it is impolite to receive or give gifts
with the left hand, and the correct way is to do it with the right hand. In addition,
Senegalese men avoid eye contact with Senegalese women, and this is also applied in
business. And a strategy to deepen their relationship is when joining or leaving a
meeting you have to greet every member individually.

The personal space that there should be is a little less than an arm’s length, but between
people of the opposite sex it should be greater. Furthermore, when doing business, it is
normal to touch each other when talking between people of the same sex, but it is a
taboo to do it between people of the opposite sex. It is highly recommended to maintain
eye contact only on the greetings, because on the rest of the conversation it can be
interpreted as arrogance, and it is a sign of disrespect.

4.3 The management of conflicts, agreements and contracts

According to Commisceo Global (2020), when there are conflicts, Senegalese will
avoid discussing the issue that makes them feel uncomfortable. Moreover, they will use
silence to avoid conflict, in these situations it will be necessary to switch to another

21
topic to have a fluid communication. For this reason, according to Hall's Culture
Factors, Senegal would have a "High Context", since they communicate indirectly to
avoid expressing their discomfort, and the Senegalese are characterized by using
sayings or phrases to talk about sensitive issues, since for them this is politically correct.

About contracts according to Top Schools in the USA (2022), it is important before any
agreement for Senegalese people is necessary an intermediary, a personal contact
preferably for both parties, since generally Senegalese representatives and distributors
try to have an exclusive representation agreement with the company. For this reason, it
is considered that Senegal people have a preference for interpersonal relationships to do
business. In Trompenaars' Culture Dimensions would be oriented to "Particularism'' in
which the rules change depending on the people involved. Therefore, it is relevant to
cultivate long-term relationships to avoid problems and bad practices. Also, during
negotiations Senegalese are likely to accept unrealistic deadlines in order to close the
deal or reach an agreement, so it is important to be careful when something sounds too
good or flattering, it may be the opposite.

22
 CHAPTER V: GLOBAL MANAGEMENT AND
LEADERSHIP

5.1 Incentives and rewards used in the main companies of Senegal

Work incentives and rewards are really important, these are granted by companies to
their employees with the aim of increasing their productivity and at the same time they
can feel professionally satisfied. There are different ways to make employees feel
satisfied in their work. Below are different companies in Senegal and how they reward
and incentive their employees.

5.1.1 Sonatel (Mobile telecommunications)

Sonatel is a telecommunication company from Senegal founded in 1995. This company
offers different incentives and rewards for their employees. One of them is a substantial
remuneration, this one is based on the employee participation in the company's results
(growth and performance bonuses) and compensation based on merit through partial
salary individualization (productivity bonus). They also have a social policy with a
human face: financial aid, organization of recreational events for Sonatelians and their
families (camps and weekends, organized trips, etc.), transportation service and loans
for the purchase of vehicles, etc. In addition, they give their employees the opportunity
to have a shareholding, since the employees and former employees of the Sonatel Group
have a stake in the capital and as such benefit from attractive dividends.

5.1.2. Olam (healthy, sustainable, natural food supplier)

Olam is a company dedicated to agri-business. They consider themselves as a global

leader in food and agriculture, so they acknowledge their role and responsibility to
ensure respect for human rights in their operations and in their value chains across the
world. For that reason, they use different incentives to keep their employees. One of
them is treating their employees with dignity and fairness, they always listen to their
employees and also prioritize paying on time and in full to their employees with all
legally mandated deductions, such as taxes or social insurance, deposited to the legally

23
stipulated accounts or agencies as required by law. In addition, management shall ensure
that both women and men have the right to equal remuneration for work of similar
nature or equal value. This includes all additional income including rate of overtime
payment. Also, they really care about working environment, they totally reject the
discrimination so monitor and recordkeeping the total number of incidents of
discrimination during the reporting period is the strategy they use.

5.2 The main companies in Senegal and what kind of leadership they practice

Sonatel: This company practices the team-oriented leadership, because they always are
implementing different incentives or awards, because they want their employees to be
productive, they want them to have goals between all their team members, also they can
build teams effectively because of their strategies and all of their employees work for a
common purpose that is making the company the best and also, they can have some
benefits for that.
Olam: This company practices participative leadership, because they are always
listening to their employees' ideas so they promote participation. Also, they truly believe
in inclusion and equality, so they do not care about genders or other differences all are
paid by the same conditions.
Kirene: This company practices charismatic leadership, because they are always
inspiring their workers with some new kinds of work every day, also they have the
ability to motivate, because this company always expects a lot from its employees who
have been very well trained previously and know how their job is. And also they have
the particularity that if some employee cannot finish the work, all of the others
employees will help him/her.

5.3 What are the expectations of the leader in Senegal?

Senegal, being a country as already explained above, it was deduced that the perfect
leadership dimensions in Globe project, would be that of Human-Oriented Leadership
that is defined as the degree to which leaders are supportive and considered the well-
being of others. It also includes compassion and generosity, these adjectives fit perfectly
with the style of leaders that are the Senegalese, in addition to their characteristic

24
dimensions, they are modest with others, tolerant with their surroundings, sensitive to
society and patient with their ideals in practice plan.

Senegal, being a free country, does not depend on a leader, but if they follow the orders
of the people who govern them. They have a broad leadership capacity and do not let
themselves be influenced, much less influenced by ideas that would not help them in
their stage of leadership. As mentioned by Aminata Touré (former Prime Minister of
Senegal), in a talk at the European leadership academy. Aminata mentions that
leadership today in Senegal is not as it was before, today many leaders work for their
privileges, when in reality they should do it to transform a society for the life of the
people for the better, she also says that she believes much more in female leadership
than in masculine, as African women have more collective awareness and experience in
leading their families and communities. The former minister of labor for equality in
Senegal, what she mentions is that her work has made progress but very lethally, when
she was prime minister, they had a greater number of women in parliament even than
Spain, now they are in 19th place.

25
 CHAPTER VI: PODCAST

Name of the podcast: “Hacking Culture”

We're a mix of Peruvians and Mexican pals making a new project about traveling and
international relationships! In this episode we invited our dear Senegalese friend, Jawara
Ba, and we talked about her culture, food, stereotypes among other interesting themes.
So join us hacking culture about Senegal!

Figure 7

Hacking Culture Podcast

Links to listen the podcast:

• https://soundcloud.com/hackingcultureperumex/chapter-i-
senegal?si=85f1512f674d4ccb8bbe961d95360a32&utm_source=clipboard&ut
m_medium=text&utm_campaign=social_sharing
• https://on.soundcloud.com/jw5ED

26
 CONCLUSIONS

1. Not having a previous knowledge of Senegal’s culture such as their religion can
lead to problematic situations as it could seem disrespectful and make locals
offended.
2. The Globe Project’s cultural dimension results showed that there is not that
much difference between Senegal and Peru regarding cultural behavior.
3. Senegal does not have a good result in the most important worldwide indexes.
4. Senegal is a country that is based on work that is not collective, but even so they
prefer the care of other people than of themselves, which works the other way
around in Peru.
5. Due to Senegal being a high context country, it is important to know their
nonverbal communication in order to not generate any negative experiences or
problems.
6. Senegal tends to have a preference for long term relationships in business, which
influences the process of communication and negotiation such as conflicts,
agreement and contracts.
7. Senegal is a country that in the past had better ideas for the future than now due
to the change of state.
8. The Senegalese business culture may be different from the western business
culture in time of arranging meetings.

27
 RECOMMENDATIONS

1. In case of business etiquette, it is important to do previous research, especially

in the aspects mentioned such as greetings, business cards ritual, dress code,
ways of addressing and dining etiquette in order to make a good impression.
2. Despite the score on the Globe Project’s analysis, it is important to study the
costumes and tendencies of Senegalese citizens so there are no
misunderstandings.
3. A careful analysis of the score obtained by Senegal in the different worldwide
indexes will be necessary before initiating any type of relationship with the
African country.
4. Being Senegal, a country with a notorious power distance index, it is considered
that they have a vertical structure in organizations, but it can change just with
time.
5. Keeping updated with the nonverbal communication of Senegalese people will
help the foreign ones to have a better experience in the country mentioned.
6. It is highly recommended to establish a solid and strong long-term relationship
with Senegalese parties, in order to have better communication which influences
in a positive way the negotiation process when some problems appear such as
conflict or in the agreement and contracts processes.
7. Have more women in parliament to be able to lead the country in a better way
due to their way of thinking and acting.
8. It is important to investigate the cultural behaviors that are correct at the time of
doing business so there are no misunderstandings.

28
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