Newsleader de novembro, em
português.
Veja como
a falta de sintonia entre o estilo de administração estrangeira e a cultura
nacional está afetando o desempenho das empresas e a competitividade do país.
Veja também, no final
deste e-mail, um oferecimento para
discutir como melhorar o desempenho da administração em situações de diferenças
culturais. Esta situação pode aparecer quando sua empresa exporta ou querer se
internacionalizar. Sempre aparece
quando há uma empresa estrangeira operando no Brasil e exigindo
comunicação freqüente entre os funcionários brasileiros e de outras
nacionalidades. Não é apenas um problema de idioma ou de
etiqueta.
Segue uma
súmula em inglês do assunto tratado em português na Newsleader.
________________
Why
would I claim there is managerial laziness?
Because there is little effort in adapting foreign managerial styles to
local culture.
Companies in Brazil are paying through their noses for their executives
to attend lectures by gurus on foreign management techniques. Yet this coming
Carnival the samba schools will again perform, by a deadline, a magnificent
display of art and organizational competence, with no MBA advisors.
It would help if you only wondered how the samba schools always do it.
Particularly if you sometimes fail to lead your own team to achieve a comparable
quality by a deadline as stringent as the samba schools meet every single year.
It should not take you much time to realize that some bits of your
foreign management techniques may be getting in the way of your people’s
effectiveness.
See below NewsLeader’s call for training in
Cross-Cultural Management.
Abstract of the full story in
Portuguese:
Managerial techniques developed in the USA cannot work as effectively in
Brazil, except when applied to a minority of “globalized” executives. I compared
the words used in the inaugural speeches by President’s Kennedy (USA) and Lula
(Brazil), as well as the frequency with which they used those words.
The
frequency analysis allows verifying that Brazilian culture expresses a
remarkable orientation towards collectivism; see below. The issue is not
collectivism; most Asian societies are collectivist. Yet, the Japanese, for
instance, have built their own managerial style on their traditions and
allegiances. The problem arises when people from collectivist-oriented societies
are managed as members of individual-oriented
societies.
Despite the difference in American and Brazilian cultures, also
illustrated below in two well-loved artists, American managerial techniques are
deployed in Brazil with little or no adaptation.
“Workers” by Brazilian artist
Tarsila do Amaral (1933), and “Sunday” by American artist Edward Hopper
(1926).
The
discrepancy between national and organizational cultures leads to alienation and
efficiency losses. Your own company may be suffering from it.
In
addition, I argue that the same discrepancy leads to favor the choice of public
sector employment among the better educated. The Brazilian government and
universities employ, proportionally, twice as many scientists and engineers than
the same in USA or Korea. This revealed preference for employment in the public
sector is depriving the Brazilian private sector of the talent necessary to
ensure the shy country’s international competitiveness. How poorly is your own
company doing in terms of R&D in Brazil?
I
suggest bridging the gap between corporate organizational culture and national
culture as a means of enhancing managerial effectiveness and international
competitiveness.
The November article is in
Portuguese.
See
below for the opportunity of learning more on cross-cultural management, in
English, Portuguese or Spanish, in Sao Paulo,
Brazil.
________________________________________________________________________
Cross-cultural management
You
are an expatriate manager and feel that your staff does not respond as expected.
Is it your staff, is it the local culture or is it yourself?
Perhaps
you can live with that doubt, but your company certainly cannot. The doubt alone
undermines your leadership effectiveness; besides, your instructions are not
being adequately followed. You must act quickly.
NewsLeader is organizing discussion
modules on cross-cultural management so you can enhance your managerial
effectiveness by learning when you are at fault and when you are
not.
Join
us.
Write or call the Editor for further
details:
editor@newsleader.com.br
+55
11 38713363.
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