INTERCULTURAL

MANAGEMENT
FINANCE PART
MOROCCAN MANAGEMENT STYLE IS A REFLECTION OF THE
COUNTRY'S UNIQUE CULTURAL, HISTORICAL, AND
ECONOMIC FACTORS. SITUATED AT THE CROSSROADS OF
AFRICA AND EUROPE, MOROCCO'S MANAGEMENT
PRACTICES ARE MOROCCAN MANAGEMENT STYLE, LIKE
ANY MANAGEMENT STYLE, IS INFLUENCED BY VARIOUS
FACTORS, INCLUDING CULTURAL, HISTORICAL, AND
ECONOMIC ASPECTS. WHEN IT COMES TO FINANCE WITH
DIMENSIONS OF INTERCULTURAL MANAGEMENT IN
MOROCCO, SEVERAL KEY ELEMENTS COME INTO PLAY:
1. HIGH CONTEXT CULTURE:
MOROCCAN CULTURE IS GENERALLY CONSIDERED HIGH-
CONTEXT, MEANING THAT A SIGNIFICANT AMOUNT OF
INFORMATION IS IMPLICIT AND EMBEDDED IN THE
CONTEXT RATHER THAN EXPLICITLY COMMUNICATED. THIS
INFLUENCES COMMUNICATION AND DECISION-MAKING IN
THE WORKPLACE. IN FINANCIAL MANAGEMENT, IT'S
IMPORTANT TO BE AWARE OF THE NUANCES IN
COMMUNICATION, AND SOMETIMES WHAT IS LEFT UNSAID
MAY CARRY MORE WEIGHT THAN WHAT IS SAID EXPLICITLY.
2. RELATIONSHIP BUILDING:
RELATIONSHIP BUILDING IS CRUCIAL IN MOROCCAN
BUSINESS CULTURE. BUILDING TRUST AND ESTABLISHING
STRONG PERSONAL RELATIONSHIPS ARE OFTEN SEEN AS
PREREQUISITES FOR SUCCESSFUL COLLABORATION. IN
THE FINANCIAL SECTOR, THIS COULD MEAN THAT
BUSINESS DEALS AND NEGOTIATIONS MIGHT TAKE LONGER
DUE TO THE EMPHASIS ON RELATIONSHIP-BUILDING.
3. HIERARCHICAL STRUCTURE:
MOROCCAN ORGANIZATIONS OFTEN HAVE A
HIERARCHICAL STRUCTURE. DECISION-MAKING
AUTHORITY TENDS TO BE CENTRALIZED, WITH SENIOR
MANAGEMENT PLAYING A SIGNIFICANT ROLE. IN
FINANCIAL MANAGEMENT, UNDERSTANDING AND
RESPECTING THIS HIERARCHY IS CRUCIAL. DECISIONS
MAY TAKE TIME AS THEY OFTEN INVOLVE MULTIPLE LAYERS
OF APPROVAL.
4. ISLAMIC FINANCE PRINCIPLES:
MOROCCO, BEING A PREDOMINANTLY MUSLIM COUNTRY,
MAY INCORPORATE ISLAMIC FINANCE PRINCIPLES. THIS
INCLUDES ADHERENCE TO SHARIA LAW, WHICH PROHIBITS
CERTAIN FINANCIAL ACTIVITIES SUCH AS USURY (RIBA)
AND INVESTMENTS IN BUSINESSES RELATED TO GAMBLING
OR ALCOHOL. FINANCE MANAGERS SHOULD BE AWARE OF
THESE PRINCIPLES AND ENSURE THAT FINANCIAL
PRACTICES ALIGN WITH ISLAMIC ETHICS.
5. COLLECTIVISM:
MOROCCAN CULTURE VALUES COLLECTIVISM, WITH AN
EMPHASIS ON THE GROUP RATHER THAN THE INDIVIDUAL.
THIS INFLUENCES TEAMWORK AND COLLABORATION IN
THE WORKPLACE. IN FINANCIAL MANAGEMENT, IT MAY
MEAN THAT DECISIONS ARE MADE COLLECTIVELY, AND
GROUP HARMONY IS PRIORITIZED.
6. PATIENCE AND FLEXIBILITY:
PATIENCE IS A VIRTUE IN MOROCCAN BUSINESS CULTURE.
IN FINANCIAL MANAGEMENT, UNEXPECTED DELAYS OR
CHANGES IN PLANS MAY OCCUR, AND IT'S IMPORTANT TO
EXHIBIT FLEXIBILITY AND ADAPTABILITY.
 Article
ACCORDING TO THE TEXTBOOK, “EDWARD HALL
EXAMINED THE ROLE OF COMMUNICATION CONTEXT IN
EXCHANGES, AND THEORIZED ABOUT CULTURES,
TERMING THEM HIGH-CONTEXT AND LOW-CONTEXT” (P.
101). MOROCCO WOULD BE CATEGORIZED AS A HIGH-
CONTEXT CULTURE. HIGH-CONTEXT CULTURES VALUE
THE CONTEXT OF A MESSAGE MORE THAN ACTUAL WORD
USAGE. IN MOROCCO, MESSAGES ARE NOT CLEARLY
SPELLED OUT; THEY TEND TO BE SOMEWHAT
AMBIGUOUS. MOROCCANS TEND TO VALUE THE CONTEXT
MORE THAN JUST WORDS ALONE. IF THERE ARE
PROBLEMS IN THE WORKPLACE, EMPLOYEES ARE NOT
LIKELY TO CONFRONT EACH OTHER OR ARGUE IN A
PUBLIC SETTING. ACTIONS WILL BE USED INSTEAD OF
WORDS TO EXPRESS DISPLEASURE WITH ANOTHER
COWORKER. ACCORDING TO CROUCHER ET AL.,
MEMBERS OF HIGH-CONTEXT CULTURES ARE MORE
LIKELY USE NON-CONFRONTATIONAL STYLES, SUCH AS
AVOIDING OR OBLIGING THE RIVAL PARTY. THOSE SAME
RESULTS HAVE BEEN REPLICATED ON NUMEROUS
OCCASIONS, AND ALMOST ALL INDIVIDUALS FROM HIGH-
CONTEXT CULTURES, ALSO CAME FROM A
COLLECTIVISTIC CULTURE. THE STUDY ALSO REVEALED
THAT INDIVIDUALS FROM HIGH-CONTEXT CULTURES DO
NOT ENJOY BEING IN CONTROL OF CONFLICT
SITUATIONS AS MUCH AS INDIVIDUALS FROM LOW-
CONTEXT CULTURES.
(HTTP://WEB.EBSCOHOST.COM.EZPROXY.WATERFIELD.M
URRAYSTATE.EDU/EHOST/PDFVIEWER/PDFVIEWER?
SID=1E3D3D38-FB9A-44B3-AC9F-
DC201949B361%40SESSIONMGR13&VID=2&HID=24).
Article
ACCORDING TO HALL (1976), INDIVIDUALS FROM HIGH-
CONTEXT CULTURES HAVE A TENDENCY TO MAKE MORE
ASSUMPTIONS ABOUT ANOTHER PERSON’S CULTURAL
BACKGROUND THAN INDIVIDUALS FROM LOW-CONTEXT
CULTURES. MOROCCANS ARE A COLLECTIVISTIC SOCIETY,
AND NATURALLY DO NOW TRUST STRANGERS.
MOROCCANS DO NOT LIKE THE FEELING OF
UNPREDICTABILITY THAT COMES WITH A STRANGER,
WHICH IS WHY MOROCCANS AND OTHER HIGH-CONTEXT
CULTURES PREFER TO MAKE ASSUMPTIONS ABOUT
ANOTHER PERSON’S BACKGROUND AS OPPOSE TO
WALKING UP AND ASKING. MOROCCANS ARE NOT LIKELY
TO SEEM AS FRIENDLY COMPARED TO A TYPICAL
AMERICAN CITIZEN. THE REASONING BEHIND THIS
PHENOMENON CAN BE ATTRIBUTED TO SIMPLY A
DIFFERENCE IN CULTURE. (ACCORDINORDING TO
CROUCHER ET AL., MEMBERS OF HIGH-CONTEXT
CULTURES ARE MORE LIKELY USE NON-
CONFRONTATIONAL STYLES, SUCH AS AVOIDING OR
OBLIGING THE RIVAL PARTY. THOSE SAME RESULTS HAVE
BEEN REPLICATED ON NUMEROUS OCCASIONS, AND
ALMOST ALL INDIVIDUALS FROM HIGH-CONTEXT
CULTURES, ALSO CAME FROM A COLLECTIVISTIC
CULTURE. THE STUDY ALSO REVEALED THAT INDIVIDUALS
FROM HIGH-CONTEXT CULTURES DO NOT ENJOY BEING
IN CONTROL OF CONFLICT SITUATIONS AS MUCH AS
INDIVIDUALS FROM LOW-CONTEXT CULTURES.
(HTTP://WEB.EBSCOHOST.COM.EZPROXY.WATERFIELD.M
URRAYSTATE.EDU/EHOST/PDFVIEWER/PDFVIEWER?
SID=1E3D3D38-FB9A-44B3-AC9F-
DC201949B361%40SESSIONMGR13&VID=2&HID=24).
).
RESOURCES:
COUNTRY COMPARISON. (N.D.). RETRIEVED SEPTEMBER 15, 2020,
FROM DECISION MAKING:
DECISION MAKING CAN BE A COLLECTIVE PROCESS IN MOROCCAN
MANAGEMENT, WITH INPUT FROM VARIOUS STAKEHOLDERS.
BUILDING CONSENSUS IS VALUED. PATIENCE IS REQUIRED IN
DECISION-MAKING PROCESSES.
DENTON, A. (2013, MARCH 25). MOROCCAN AND ROLLIN.
RETRIEVED SEPTEMBER 15, 2020, FROM DECISION MAKING:
DECISION MAKING CAN BE A COLLECTIVE PROCESS IN MOROCCAN
MANAGEMENT, WITH INPUT FROM VARIOUS STAKEHOLDERS.
BUILDING CONSENSUS IS VALUED. PATIENCE IS REQUIRED IN
DECISION-MAKING PROCESSES.
EBRAHIM, A. (2016, AUGUST 14). UNDERSTANDING "INSHALLAH" -
HOW DIFFERENT CULTURES UNDERSTAND TIME. RETRIEVED
SEPTEMBER 15, 2020, FROM DECISION MAKING:
DECISION MAKING CAN BE A COLLECTIVE PROCESS IN MOROCCAN
MANAGEMENT, WITH INPUT FROM VARIOUS STAKEHOLDERS.
BUILDING CONSENSUS IS VALUED. PATIENCE IS REQUIRED IN
DECISION-MAKING PROCESSES.
GOODMAN, M. B. (2013). INTERCULTURAL COMMUNICATION FOR
MANAGERS. RETRIEVED FROM DECISION MAKING:
DECISION MAKING CAN BE A COLLECTIVE PROCESS IN MOROCCAN
MANAGEMENT, WITH INPUT FROM VARIOUS STAKEHOLDERS.
BUILDING CONSENSUS IS VALUED. PATIENCE IS REQUIRED IN
DECISION-MAKING PROCESSES.
LEWIS, R. (2014). HOW DIFFERENT CULTURES UNDERSTAND TIME.
RETRIEVED JULY 14, 2020, FROM
HTTPS://WWW.BUSINESSINSIDER.COM/HOW-DIFFERENT-
CULTURES-UNDERSTAND-TIME-2014-5
MOROCCO. (N.D.). RETRIEVED SEPTEMBER 15, 2020, FROM DECISION
MAKING:
DECISION MAKING CAN BE A COLLECTIVE PROCESS IN MOROCCAN
MANAGEMENT, WITH INPUT FROM VARIOUS STAKEHOLDERS.
BUILDING CONSENSUS IS VALUED. PATIENCE IS REQUIRED IN
DECISION-MAKING PROCESSES.
PACT OF THE LEAGUE OF ARAB STATES, 22 MARCH 1945. THE
AVALON PROJECT. YALE LAW SCHOOL. 1998. ARCHIVED FROM THE
ORIGINAL ON 25 JULY 2008. RETRIEVED SEPTEMBER, 15 2020.