Presentation Transcript

1. Cross-Cultural Training Overview:Germany and Brazil

   27th April 2011
2. The Culture Bridge Team
3. Culture Bridge Culture bridge was founded in 1997, the organisation originated from United Kingdom, where they began in a small office in Wandsworth, London. In 2001 prior to the recession, the organisationmoved over to Dusseldorf, Germany. Culture Bridge since 1997 have built up strong relationships with numerous multi-national blue chip energy companies , working along side them to offer cross culture training- ranging from long and short term support.
4. Kirsten Schwab
5. Kirstens Hierarchy in Brazil
6. Kirstens assignment I’ve a lot of minature diagrams to go into this, will possibly take two / three powerpoints as it involves her team and her role, I’ve matched her role up with previous experience with eon who are based in Dusseldorf- seems to be main city in germany where all the energy co’s are . I’ve also managed to get hold of a trading system built for Eon and have been given permission to use this, if we need it- just a fancy diagram that can go in the power point. I’ve also sent the website link before l publish it, I’ve wrote my blurb about myself, if you guys like the sound of it then l know what to go by. I’ve also given ourselves little moto’s- they are in italic writing on the website, have a look and tell me if you want it edited . I’ve everything done more or less just editing etc, but figured if you guys see this and are happy then when im back or before it l can start getting on board with section c and can mess around with the design of powerpoint, then when im back it’s a case of running through it (hopefully).
7. Cultural Awareness Culture Bridge: Bridging The Gap
8. Brazil Capital city Brasilia Language Portuguese Population approx. 187 million (62% under age of 29) Climate mostly tropical, but temperate in south (average temperature 22-27°C) Religion Roman Catholicism Government Federative Republic Economy largest in South America, 7th largest in the world http://www.brazil.org.uk/, http://www.suapesquisa.com/clima
9. Hofstede`s Dimensions Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)
10. Cultural Differences GERMANY Polychromic culture When invited for dinner arrive on time Written communication is favoured Honest, rational, say what they think (literal and direct culture) Doing culture BRAZIL Relaxed and flexible approach to time Arrival at dinner should be at least 30 min later Face to face communication preferred Small lies told to avoid confrontation, not to hurt anyone`s feelings (coded and diplomatic culture) Being culture http://www.worldbusinessculture.com, http://www.kwintessential.co.uk
11. Uncertainty (UAI) GERMANY (65%) Belief in experts and their knowledge Technical skills and strong and clear leadership required Methodical approach with clear indentified goals Considerable amount of preparation and in depth planning (meetings, schedule, etc to avoid ambiguity) Lots of rules and regulations BRAZIL (76%) Highly structured “Custo Brazil” – real cost of business (legal & bureaucratic complications, etc) Law, rules, regulations and religion used to avoid uncertainty http://www.worldbusinessculture.com, Hofstede, G, (2002) "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M,
12. Power distance (PDI) GERMANY (38%) Decentralized and flatter organizational structure (functional structure) Equal qualifications Exercise of power is more flexible Strong respect for authority (formal relationships, even in public) BRAZIL (69%) Very hierarchical, decisions made at most senior levels Clear instructions are necessary if task to be performed fully Lot of internal politics Understanding of the corporate power structure is important Relationships and personality come before business http://www.worldbusinessculture.com
13. Individualism/Collectivism (IND) GERMANY (67%) Competence over seniority Free market economy encourages individualistic tendencies Status and position is based on individual achievements Business and family life is separate BRAZIL (38%) Seniority over competence Publicly own companies encourage collective culture Loyalty and trust over individual needs (relationships orientated) Importance of family (also evident in business culture) Adapted from Malinak (2007) from http://www.communicaid.acom, http://www.worlbusinessculture.com
14. Masculinity (MAS) GERMANY (68%) Professional goals are more important than personal Assertive, tough, competitive and focused on material success Work balance is of low importance Gender quality Emotion is seen as weakness BRAZIL (38%) More caring for others, less self centered More emphasis on work balance (quality of life) Traditional values (dominance of men in workplace, although business women are treated fairly) Very tactile and emotive culture www.kwintessential.co.uk
15. Brazil DO`S time spent on building relationships is never wasted Pay attention to your appearance Do your homework (“custo brazil) Use local legal expertise Manage Learn language Make sure you deal with decision maker Be yourself, be honest DON`TS Show feeling of frustration or impatience Publicly criticize your Brazilian counterparts Worry if agendas at meetings are not followed Change your negotiating team Rely on emails to give information Be detached Avoid the use of humor in business situations Speak Spanish Adapted from Malinak (2007) from http://www.communicaid.com, http://www.worlbusinessculture.com
16. The Training Programme Culture Bridge: Bridging The Gap
17. Learning Objectives/Outcomes To provide an understanding of the challenges of working in a different country and culture To help Kirsten be more effective in Brazil, by giving her a knowledge of local business challenges, customs and practices and the business environment in Brazil Enabling Kirsten to develop a positive relationship with contacts in Brazil from day one (colleagues, suppliers and customers) To raise awareness of ‘culture shock’ and to advise on ways to overcome it To maximise RWE’s chances of success in Brazil
18. Training Overview Training Methods and Tools Pre-Training Preparations Training Schedule and Content Prior to Departure Post Arrival Post Return Cost Benefits Review Questions
19. Training Methods and Tools (1) Classroom seminars (face-to-face, one-to-one) Online courses and videos Role plays and behaviour modelling Reading materials Paper-and-pen tests
20. Training Methods and Tools (2) ‘Rosetta Stone’ language learning software Case studies Orientation upon arrival On-the-job coaching and training Business games and quizzes
21. Rosetta Stone Dynamic Immersion methods Used by enterprise, Governments, educational establishments (images)
22. Intercultural Quizzes Quickly ascertain Kirsten’s current knowledge of the destination country. Completed online with instant marking and feedback.
23. Training Video (insert video of Brazilian man)
24. Balance of Training
25. Training Overview Training Methods and Tools Pre-Training Preparations Training Schedule and Content Prior to Departure Post Arrival Post Return Cost Benefits Review Questions
26. Pre-Training Preparations Needs Assessment / readiness level measurement How CB will determine her readiness – what tests done Online test – worldbusinessculture.com example Amount, content and type of training depends on: Client knowledge of destination culture What level expected by RWE Kirsten’s role in the assignment Assignment type (functional) Kirsten’s learning styles Observation, testing, experience, anecdotal evidence Visual, auditory, kinaesthetic training etc Language training (Rosetta Stone) Key industry vocabulary
27. Learning Styles Honey & Mumford
28. Training Overview Training Methods and Tools Pre-Training Preparations Training Schedule and Content Prior to Departure Post Arrival Post Return Cost Benefits Review Questions
29. Prior To Departure Working Overseas An introduction to international work assignments Brazil: Overview Geography, location, climate, politics, history, currency, tax, housing, local laws, values and customs, national holidays, natural disasters Everyday Life In Brazil Safety and security, transportation and travel, communication, embassy and consular contacts, banking, health and medical services, dress code, shopping hours of business Language Training Advanced Portuguese, and industry-specific vocabulary Cross-Cultural Business Training Business Etiquette, Culture Shock
30. Training Overview Training Methods and Tools Pre-Training Preparations Training Schedule and Content Prior to Departure Post Arrival and During Assignment Post Return Cost Benefits Review Questions
31. While Kirsten is on Assignment Recap of pre-departure material Meet-and-Greet Tour of the area, meet colleagues, suppliers and customers Cultural Awareness and Sensitivity Common mistakes Doing business in Brazil How business is done, running meetings, leadership, grievance, managing virtual teams Homesickness When it will happen, its likely symptoms, overcoming it Ongoing Language Training Ongoing support throughout the assignment By telephone and videoconferencing. Three-monthly face-to-face meetings
32. Training Overview Training Methods and Tools Pre-Training Preparations Training Schedule and Content Prior to Departure Post Arrival and During Assignment Post Return Cost Benefits Review Questions
33. Post-Return Re-Integration The industry environment Reverse Culture Shock
34. Cost All packages tailored to the client Typical Costs: Prior to departure £1800 per full day, per person £900 per half-day, per person Whilst Kirsten on assignment £1000 total, for access to support and quarterly meetings Post-return £300 for half-day workshop Industry average training = £2500 per day!
35. Benefits Recap Efficient, targeted training for Kirsten based on a thorough evaluation of her requirements Industry-specific, up-to-the-minute training “Get It Right First Time” whilst on assignment – with no costly or embarrassing mistakes Helping Kirsten build understanding and trust with contacts, and to develop her professional network in Brazil Full start-to-finish support throughout the assignment A happy Kirsten!
36. Thank You Any Questions?
37. References Adler, N., 2002. “How do cultural differences affect organisations? “ from Alder, N., International dimensions of organizational behaviour, Thomson South Western, pp 45-72. Available from: http://site.ebrary.com/lib/bournemouth [Accessed March 2011]. Cole, T., 2011. German Blue Chips agree compromise on gender quotas. Mail on Sunday Financial Mail Women’s Forum. 5 April. Available from: http://www.fmwf.com/media-type/news/2011/04/german-blue-chips-agree-compromise-on-gender-quotas/ [Accessed 18.4.11]. Embassy of Brazil in London. 2011. Economy and Trade. Available from: http://www.brazil.org.uk/ [Accessed March 2011].Gullahorn, J. T. and Gullahorn, J. E., 1963. An Extension of the U-Curve Hypothesis, Journal of Social Issues, 19, 3, 33-47.Hofstede, G. 1991. Cultures and organisations: Software of the mind. London : McGraw Hill.Hofstede, G, 2002. "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M, International HRM : managing diversity in the workplace pp.9-23, 658.3008/ALB: Blackwell Publishers.ITIM International, 2009. GeertHofstede Cultural Dimensions. Available from: http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011].
38. References (continued) ]. Kwintessential. Brazilian society & culture. Available from: http://www.kwintessential.co.uk [Accessed April 2011]. Luthans, F., and Doh, J, P., 2009. International Management – culture, strategy, and behaviour. 7th ed. New York : McGraw Hill.Mumford, A., 1995. Learning Styles and Mentoring. Industrial & Commercial Training. 27 (8), 4-7.Malinak, C., 2007. M A. Intercultural Communication. CIA World Factbook. Available from: http://www.communicaid.com [Accessed April 2011].Suapesqusa. 2008. Clima do Brasil. Available from: http://www.suapesquisa.com/clima [Accessed April 2011].Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Brazil.html [Accessed March 2011]. Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Germany.html [Accessed March 2011].