Cross-Cultural Training Overview: Germany and Brazil

1. Cross-Cultural Training Overview:Germany and Brazil 27th April 2011

2. Agenda • 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

3. About us …… • 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

4. The Culture Bridge Team

5. Profile of Kirsten Schwab

6. Kirsten’s Hierarchy in Brazil

7. Cultural Awareness • Culture Bridge: Bridging The Gap

8. Brazil: Key Facts http://www.brazil.org.uk/, http://www.suapesquisa.com/clima

9. Cultural Differences http://www.worldbusinessculture.com, http://www.kwintessential.co.uk

10. Hofstede’s Dimensions Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)

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.com, http://www.worldbusinessculture.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 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

15. Brazil 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

16. The Training Programme • Culture Bridge: Bridging The Gap

17. Learning Objectives/Outcomes • 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

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 • Online courses and videos • Role plays/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 Listening Exercises Reading Exercises Speaking Exercises Writing Exercises

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

23. Training Video Sample http://www.learncom.com

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 • Amount, content and type of training decided • Language training • Key industry vocabulary

27. Learning Styles • Honey & Mumford Honey & Mumford (1995)

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 • Brazil: Overview • Everyday Life In Brazil • Language Training • Cross-Cultural Business Training Kirsten Schwab

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 • Cultural Awareness and Sensitivity • Doing business in Brazil • Homesickness • Ongoing Language Training • Ongoing support throughout the assignment

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 Adapted from Oberg (1960) and Gullahorn (1963)

34. 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

35. Cost • 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

36. 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

37. 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!

38. Thank You Any Questions:

39. 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].

40. References (continued) ]. 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].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].