Ms Moe Dealey - Managing Director
Mr Richard Godwin – Sales Director
Mrs Zdenka Faustino – Head of Latin American Training
Mr Carl Selby – Cross-Cultural Training Coordinator
Mrs Suzanne Macdonald – Head of Continental European Training
The Culture Bridge Team
Founded in 1997, in London
In 2003, opened offices in Dusseldorf, Germany and in Sao Paulo, Brazil
Strong relationships established with numerous multi-national blue chip energy companies
Courses tailor-made to meet clients’ needs
Able to offer both short and long term support
About us ……
Profile of Kirsten SchwabAge:35
Occupation: Project Manager for RWE
Post graduate degree in Engineering Management
EMPLOYMENT HISTORY Worked for IBM from 1996-1997
Headhunted by BP in 1997 – 2001Applied for an Assistant Project Manager’s job with Eon in
2001, with led to a Project Management role 2005.Spent a year in Germany being trained by Nufnarff on trading
platformsIn 2006 joined RWE
Strategic Manager
Programme Manager
Developers
Users
Business Analysts
Front Office Traders
LogisticsH.R.
Project Manager
User Experience
Middle Sales
Kirstens Hierarchy in Brazil
http://www.brazil.org.uk/, http://www.suapesquisa.com/clima
Brazil: Key Facts
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)
Predominant Religion
Roman Catholicism
Government
Federative Republic
Economy
Largest in South America, 7th largest in the world
Cultural Differences
http://www.worldbusinessculture.com, http://www.kwintessential.co.uk
GERMANY
Polychronic 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
(coded and diplomatic culture)
Being culture
Brazil
Germany
01020304050607080
UAIPDI
INDMAS
76
6569
3838
67
38
68
Hofstede`s Dimensions
Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)
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,
Uncertainty (UAI)
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
Power Distance (PDI)
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
Individualism/Collectivism (IND)
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
Masculinity (MAS)
DO
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’T
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 Use humor in business
situations Speak Spanish!
Adapted from Malinak (2007) from http://www.communicaid.com, http://www.worlbusinessculture.com
Brazil
Provide an understanding of the challenges
Explain local business challenges, customs and practices
Develop relationships with colleagues, suppliers
and customers
Culture shock 101
Maximise RWE’s chances of success in Brazil
Learning Objectives/Outcomes
Training Methods and Tools Pre-Training Preparations Training Schedule and Content
◦ Prior to Departure◦ Post Arrival◦ Post Return
Cost Benefits Review Questions
Training Overview
Classroom seminars
Online courses and videos
Role plays/behaviour modelling
Reading materials
Paper-and-pen tests
Training Methods and Tools (1)
‘Rosetta Stone’ language learning software
Case studies
Orientation upon arrival
On-the-job coaching and training
Business games and quizzes
Training Methods and Tools (2)
Quickly ascertain Kirsten’s current knowledge of the destination country. Completed online with instant marking and feedback.
Intercultural Quizzes
Training Methods and Tools Pre-Training Preparations Training Schedule and Content
◦ Prior to Departure◦ Post Arrival◦ Post Return
Cost Benefits Review Questions
Training Overview
Needs Assessment
Amount, content and type of training decided
Language training
Key industry vocabulary
Pre-Training Preparations
Training Methods and Tools Pre-Training Preparations Training Schedule and Content
◦ Prior to Departure◦ Post Arrival◦ Post Return
Cost Benefits Review Questions
Training Overview
1.Working Overseas
2.Brazil: Overview
3.Everyday Life In Brazil
4.Language Training
5.Cross-Cultural Business Training
Prior To Departure
Kirsten
Schwab
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
Training Overview
Recap of pre-departure material
Meet-and-Greet
Cultural Awareness and Sensitivity
Doing business in Brazil
Homesickness
Ongoing Language Training
Ongoing support throughout the assignment
While Kirsten is on Assignment
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
Training Overview
Re-Integration; The industry environment; Reverse Culture Shock
Post-Return
Adapted from Oberg (1960) and Gullahorn (1963)
All packages tailored to the client
Typical Costs:Prior to departure◦ £1800 per full day, per person ◦ Industry average training = £2500 per day!◦ £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
Cost
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!
Benefits Recap
ReferencesAdler, 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. Geert Hofstede Cultural Dimensions. Available from: http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011].
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].
Sua pesqusa. 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].
References (continued)].