Cross-Cultural Training Overview:Germany and Brazil

27th April 2011

Introduction of our company and the team Profile of Ms Kirsten Schwab Overview of the assignment Cultural differences Hofstede’s Cultural Dimensions Do’s and Don’ts Overview of the training programme Costs & benefits Question & answers

Agenda

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 ……

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

Profile of Kirsten SchwabAge:35

Occupation: Project Manager for RWEPost 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

Kirsten’s Hierarchy in Brazil

Culture Bridge: Bridging The Gap

Cultural Awareness

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

BrazilGermany

01020304050607080

UAI PDI IND MAS

7665

69

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.com, http://www.worldbusinessculture.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 equality 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 humour in business

situations Speak Spanish!Adapted from Malinak (2007) from

http://www.communicaid.com, http://www.worldbusinessculture.com

Brazil

Culture Bridge: Bridging The Gap

The Training Programme

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)

Rosetta Stone

Listening Exercises

Reading Exercises

Speaking Exercises

Writing Exercises

Quickly ascertain Kirsten’s current knowledge of the destination country. Completed online with instant marking and feedback.

Intercultural Quizzes

Training Video Sample

http://www.learncom.com

Balance of Training

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

Honey & Mumford

Learning Styles

Honey & Mumford (1995)

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◦ €1,800 per full day, per person ◦ Industry average training = €2500 per day!◦ €900 per half-day, per person

Whilst Kirsten on assignment◦ €5,000 total, for access to support and quarterly meetings

Post-return◦ €300 for half-day workshop

◦ We anticipate the cost for training Kirsten to be in the region of €10,000

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

Thank You

Any Questions:

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, 2011. Brazilian society & culture. Available from: http://www.kwintessential.co.uk [Accessed April 2011].

Learncom, 2011. International Cultural Awareness. Available from http://www.learncom.com [Accessed March 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)].