UK and UAE Project Managers - Monochronic Mentality and Polychronic Mentality

Some key differences and perceptions between Arab and British project managers has be identified by some scholars as the battle between Monochronic and Polychronic. Rees-Caldwell. et al-(2013) indicated that UAE employs 12,000 expatriates from the UK and Thomas and Pinto (1999) believes that managing multicultural project teams is a critical factor.

Hofstede, G.H. (1980) said that PMs are individualistic because every time they have a project/activity that becomes their main focus and based on that, their cultural differences may also affect their performances. PMs from the UK and UAE will always interpret PM Process differently due to their cultural background, and this will consistently lead to conflicts, and the expected output from the Arab PM will differ from the one from the British PM.

Rees-Caldwell. et al-(2013) referenced  (Ramaprasad and Prakash, 2003) and said that there are possibilities of frustrations  if the UK & UAE PMs would work together because the UK’s  PMs has Monochronic cultural  mentality  and their constant drive is  a time-ordered approach. The UEA’s PMs has Polychronic mentality and their focus is a simultaneous working and they become very frustrated when they are forced to a time management approach. This is contrary to the UK PMs, they do not like working in a relax time management approach

References

• Rees-Caldwell, K., & Pinnington, A. H. (2013) ‘National culture differences in project management: comparing British and Arab project managers’ perceptions of different planning areas’. International Journal of Project Management, (31), pp.212-227.  
• Thoms, Peg; Pinto, Jeffrey K. (1999), Project Leadership: A Question of Timing.  Project Management Journal. Vol. 30 Issue 1, p19. 8p.
• Hofstede, G.H. 1980. Culture’s consequences: International Differences in Work-related Values. Sage, Beveley Hills, CA.