Manual for Azerbaijan companies Rena Safaralieva



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into class to look at. Parents demand that sales of such materials be prohibited at the kiosk, due to its 

proximity to the school. The owner of kiosk disagrees, as he cannot afford to lose his main source of 

income and he’s not in violation of the law.  

 

(a)



 

Is the school principal right?  

(b)

 

Is the kiosk owner right?  



(c)

 

Could this problem be solved to satisfy both the parents and the kiosk owner?  



 

4. A company manager is considering several applications for financial support. The company is ready to 

spend a total of $5,000. Which project would you prefer? Please give arguments for and against each 

applicant.  

 

(a)


 

A 9-year-old child diagnosed with a congenital heart defect needs a critical operation. An 

operation in Israel will cost about $20 thousand and you can fund only a part of it.  

(b)


 

A young and gifted violin player received an invitation to participate in a prestigious international 

competition and requests funds for travel and accommodation for herself and her mother. 

Professors claim that she is talented and her prospects to win are high.  

(c)

 

In a village not far from Baku, the community raised funds and began to construct a mosque. 



Unfortunately, construction had to be suspended due to lack of funds. Your company's business is 

not related to this village, but this is where you have your summer house and you personally know 

many locals.  

(d)


 

A boarding house for mentally retarded children organized a children’s theatre. Performances are 

designed to enhance the children’s social adaptation, as plays teach them how to behave in the 

every-day life situations they will encounter upon finishing school, such as buying bread or 

crossing the street on their own. The school principal asks for funds to purchase costumes, 

decorations and equipment (a piano and music center).  

(e)

 

The ten-year-old son of the company manager attends a public school, not far from home. The boy 



studies rather well, but creates many problems for his teachers and parents. Every now and then he 

breaks a window with a ball, or fights with some other boys. The school principal threatens to 

expel the boy, but hints that the matter can be settled, if the company repairs the school roof and 

yard.  


 

 

Vagif Gaziev  



 

CHAPTER VIII. INTERNATIONAL NEGOTIATIONS. ETIQUETTE AND PROTOCOL  

 

What is etiquette and protocol 

 

Etiquette is a set of fixed norms of behavior or amenities, accepted by a society or a certain group of 

people.  In the last century, the Vienna International Congress adopted a protocol  –  a set of rules, 

traditions and conventions to be followed by governments, foreign offices,  public agencies. This 

international code is universally accepted by all countries and followed everywhere in a more or less 

similar way. Etiquette rules are not mandatory, but, as demonstrated by international experience, 

people having international contacts try to follow these rules.

59

 

 



Politeness, tactfulness and affability form the core of etiquette. In Azerbaijan, people say that a sweet 

tongue will make a snake creep out of its hole. Etiquette regulates people’s behavior in their private 

lives and workplaces, in public places and in the street, at various kinds of official events: receptions, 

ceremonies, negotiations. Business etiquette is more formal   compared to every day etiquette. 

 

People used to believe that the main provisions of etiquette are universal.  Increasingly, the 



integration of more and more peoples into business and international relations necessitates 

introduction of amendments to rules of etiquette. Sometimes even well-brought up people find 

themselves in a predicament when they are expected to be well versed in rules of international and, 

                                                 

59

 G. N. Smirnov, Ethics In Business and Social relations, Moscow, URAO Publishing House,  2001 




more often, local etiquette. Communication with representatives of many nationalities is not limited to 

knowledge of foreign languages, but also requires familiarization with various political views and 

rituals, national traditions and psychology, ways and habits, life and culture of the country  being  

visited on a business or diplomatic trip.

60

 National politesse represents a very intricate combination of 



national traditions and international etiquette.  

 

Etiquette as a tool of conflict settlement 



 

Knowledge of etiquette may help to find a way out of many difficult private life and business 

predicaments. According to Leo Tolstoy, “It does not really matter if you are clever or stupid, but you 

must be tactful”.

 61

   


 

It is very important to put  yourself into the position of your partner. Whatever course a discussion 

may take, it is highly recommended to exercise self-control and abstain from all kinds of ruses, which 

is widely considered to be tactless and thus may undermine your company’s reputation. Sometimes 

negotiations may come to  an impasse. When such a situation emerges among compatriots, sharing 

the same culture, parties usually resort to a tested expedient, which will allow them to retreat with 

honor. A dead end may be overcome by replacing negotiators or changing negotiation venue,  

announcing a recess or “reframing” agreements reached. 

 

Arabs might take a break for a communal prayer and come back in a peaceful state of mind. 



Japanese people might involve senior management into negotiations,  while Swedes and Russians 

might share a drink, where a Finnish person would go to a sauna.  

 

Such methods are not always applicable in international negotiations. Moreover, the nature of an  



impasse might be interpreted wrongly by both parties, for example, when the French persist in a logic

which is not shared by Japanese. Anglo-Saxons would normally resort to a compromise. 

Scandinavians also share the English ways, while American readiness for a compromise is expressed 

in their tactics of mutual concessions, based on the “take and give” principle, originating from 

traditional barter deals so important in American business history.  

 

Other cultures, however, do not see compromise in such a favorable light and are not convinced of 



irrefutable advantages of this tactics. The French believe that “’give and take” is the English way to 

do business and believe it to be rough and uncouth. The Japanese view compromise during 

negotiations as a retreat from  the consensus, achieved within their own company. They will generally  

ask for a deferment. Romanic people do not share the same approach towards a compromise. Italians 

and French with their respect for logic and concept of irrational world are proud of their flexibility. 

Their views are shared by Portuguese who have studied the Anglo-Saxon ways rather well during 

their long history of trade with  Britain. Spaniards, obsessed with the idea of self-dignity, find it very 

difficult to compromise without a grave reason. Latin Americans also see a compromise as a threat to 

their sense of dignity and in some countries, for example, Argentina, Panama and Mexico, people 

persist in their unwillingness to compromise.

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It should be counted that many people, who live in the post-Soviet space were exposed to the Soviet 

ideology, which encouraged interfering into other people’s private affairs, as well as required 

categorical denunciation of other ways and habits. When encountering seemingly tactless behavior of 

ex-Soviets, do not rush to judge too strictly. However, we would claim that Azerbaijan people are 

more flexible than many other post-Soviets, partially due to their consistent business practices, even if 

in the shadow sector of economy, and thanks, to a certain degree,  to their Islamic heritage. 

Compromise can be defined as a pursuit for the “happy medium”. According to a beautiful quotation 

by Henry Ford, “If there is a secret of success, it is an ability to understand other person’s point of 

view and see things from your and his point of view”

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60

 Ibidem, p. 13 



61

 E.A.Utkin,, Business Ethics, Moscow, Zertsalo Publishing House, 2000, p. 152 

62

 R.D. Lewis, Business Cultures In International Business, Moscow, Delo Publishing House, 2001, p. 81 



63

 E.A.Utkin, Business ethics, Moscow, Zertsalo publishing house, 2000, p. 152 





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