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Microsoft Cross Cultural Training Programme Proposal

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Kassra Kay

on 13 May 2014

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Transcript of Microsoft Cross Cultural Training Programme Proposal

Microsoft Cross Cultural Training Program Proposal
14th May 2014

Agenda
About Us

The Scenario

Cultural Comparison

Tailored Cross Cultural Training Program

Holistic International Package Summary

Questions

Katharine Turner International Training Manager

Connor Whitlock
Cross Cultural Specialist

Nasser Almarri
Training and Development Consultant

Magda Junak
International HR Specialist

Kassra Kay
International Market Analyst

Amy Webster
International Training Co-ordinator

About us - The Team
Company Profile
Formed 1984 and based in London

International consultancy specialising in bespoke training

Offices in 20 countries, spanning six continents

Over 400 employees

Range of clients including multinational organisations
Sourced from: Mapfling 2006

Testimonials
"We could not thank Holistic International enough. Due to their expertise and well tailored training programs, we are now seeing productivity in our over seas offices at record levels."

Brian White, Intel Corporation, Head of International HR
"
We here at Mott MacDonald do not simply view Holistic International as a consultancy group we acquired services from, but rather a partner which helped us achieve our goals for our international projects."

Daniel Chin, Mott MacDonald, Head of Desktop Engineering Infrastructure Team.
"With consistent, professional and amicable support Holistic International ensured training ran as smooth as possible and exceeded expectations. We look forward and hope to work with them again soon."

Vanessa Davies, IBM, Training Coordinator.
The Scenario
Currently operating in 112 countries including Latin American markets

Large investments in Brazil to forward the Windows Azure cloud expansion strategy

Great potential for Windows Azure seen in this region

Utilising Microsofts current expertise
(Microsoft 2014 and Rodriguez 2013)

The Scenario
Sourced from: Microsoft Careers 2014

Job Overview
Type of assignment:
Functional
Role:
Windows Azure Project Manager
Start Date:
14th July 2014

Location:
Sao Paulo, Brazil
Contract:
24 months


Key responsibilities:

Managing the project on a day to day basis
Collaborating with internal and external stakeholders
Leading a diverse multinational team
Reporting the progress of the project to headquarters


Key skills required:
Cultural sensitivity
Cross-team collaboration
Communication skills
Detail orientation
Ability to handle a diverse number of concurrent activities
Management and influencing skills
Ability to manage ambiguity

Sourced from Microsoft Careers 2014
Largest city in Brazil

World's seventh largest city by population

Exerts a strong economic influence on Brazil accounting for more than 60% of the country’s GDP

One of the richest cities in the world

Leading commercial and industrial center of South America

Assignment Location
Sourced from: Google Maps 2014
Sao Paulo
(Sao-Paulo 2014)

Manager Biography
Name:
Emma Smith
Age:
34 years old
Nationality:
British
Marital status:
Married to Robert Smith

Current role at Microsoft:
Assistant Project Manager EMEA
Education:
BSc (Hons) in Management from Bath University
Work experience:
15 years project management experience but no international work experience
Key skills:
Cross-team collaboration , communication, detail orientation
Language skills:
English

Sourced from: Blogspot 2014
Cultural overview
Predominately Roman Catholic
Portugal as “mother” country
Portuguese is the mother tongue
Historical links with the UK
Very fair and amicable people, however Sao Paulo and Rio de Janeiro are exceptions
Growing understanding among the Brazilians of their enormity and seemingly limitless resources
More short term orientated and tend to “lose steam”
(Herrington 1998, Lewis 2006 & Nicks and Tomalin 2010)

Cultural Overview
Brazilian Business and Management Culture
Business Etiquette
Autocratic yet caring management style

Highly analytical on appearance and body language

Attention to detail is appreciated
Time Management
Relaxed and generous with time

Business and meetings will rarely begin or end on time

The process is more important than the task

Leadership and Hierarchy

Highly class based society

Nepotism is widespread

Leadership is dominated by an “
old boys club



Relationships
Warmth towards colleagues is important, relationships come before task

Social openness is expected and rewarded

Wanting to please can lead to misinformation

Behaviour at Meetings and Presentations
Can be seen as chaotic

Quick solutions are sought

There is always time for pleasantries and personal sharing


(Lewis 2006 and Herrington 1998)

(Lewis 2006 & Doh and Luthans 2009)

(Lewis 2006 and Herrington 1998)

(Lewis 2006 & Doh and Luthans 2009)

(Lewis 2006 and Herrington 1998)
Negotiations in Brazil
Time consuming

Be prepared to negotiate with more than one group

Formalised meeting places


Environment and Tone
(Herrington 1998)

Strongly relationship based

Spend time building relationships and rapport

Integrative negotiation process (win-win)

Tough bargainer’s
Characteristics of Negotiations
(Gesteland 2006 and Metcalf et al. 2007)
Contract acts as a binding agreement and are very important

Very long and wordy


Contracts in Brazil
(Herrington 1998)
Women in Brazil
64% of Brazilian women have some kind of paid employment
Only 21% of private sector managers are female


Statistics
(Euromonitor 2011 and Olivas-Lujen et al. 2009)
Attitude towards women is that their destiny is as wives and mothers excluding larger cities
Machismo is common
Increasingly women are joining the workforce
Foreign women will usually have no problem doing business in Brazil


Values in Brazil
(Barbosa et al. 2014)
Challenges for the Manager
Overcoming the Brazilian perceptions and attitudes towards business women

Creating collaborative relationships and building trust with Brazilian counterparts

Understanding both verbal and non-verbal communication

Managing the Brazilian ‘laid back’ attitude towards time

Dealing with the different work ethics of Brazilian people

Training Needs Analysis
Organisational Level
Brazilian subsidiary is diverse and multicultural

Highly hierarchical structure of subsidiary

No training expertise in Brazilian business and management culture at Microsoft

Commitment to learning and development, with a focus on ensuring employees have the awareness, skills, knowledge and abilities to carry out their responsibilities

Strategy is to focus on the customers

Individual Level
No prior international work experience

Good intercultural communication skills however no experience of working face to face

No experience of Brazil and the business/management culture

No knowledge of Portuguese

Emma’s husband will require training
Assignment Level
The assignment requires excellent communication skills

Cultural sensitivity is essential to collaborate with multiple external stakeholders

Portuguese is preferable however not essential

The Training Program
Tailored Cross Cultural Training Program Goals
Short term goals:
Develop a coping mechanism to assist in managing stress from working with other cultures

Help develop intercultural skills to assist in delivering effective business communication in Brazil

Provide knowledge on the norms, values and traditions and understand the challenges that women could face in Brazil

Long term goal:
To improve the rate of cross-cultural adjustment whilst ensuring successful completion of the international assignment

14th July 2014
14th June 2016
14th August 2014
23rd June 2014
Pre-Departure Training, Day 1
Pre-departure training day 2
&
Online training to be completed

Assignment start date
In country training Day 1
Repatriation Training Day 1
On-going in country mentor
Timeline
Pre-Departure Training - Day 1
Self-identity Training
Looking at your own identity and cultural values to understand cultural differences

Cultural agility

Well-being Management
Managing stress, anxiety and uncertainty

Culture shock management

Conflict Management
Reasons for cross-cultural conflicts

Conflict prevention and resolution

Diversity Training
Discrimination, diversity and equality

Multi-cultural issues within organisations

Stereotypes

Pre-Departure Training - Day 2
Communication (verbal and non-verbal)

Building interpersonal relationships

Social protocol

Managing a Brazilian team
Communicating with Brazilians
Business etiquette

Presentations

Negotiations

Management in Brazil

Doing Business in Brazil
Managing external stakeholders

Women in Brazil

Leadership style

Meetings

Pre-Departure Online Training
Communicating across cultures
Concept of culture and how it effects daily life

Cultural dimensions and values

Minimising misunderstanding

Essential preparation
Brazilian overview - online activity for the expatriate and family

Language training

In Country Resources & Training
Refresher course
Managing and communicating effectively with a Brazilian team

Culture shock and how to cope

Ongoing training
Language training

In country mentor
Offering support and encouragement when needed

‘Out of office lifeline’

Reverse Culture Shock
Theory behind reverse culture shock

Triggers of reverse culture shock

Re-entry coping strategy exercises
Reintegration Training
Identifying challenges that may be faced

Reflecting on relocation experience
Applying New Skills
Identifying skills and competencies gained

Discuss how these will be used upon return

Repatriation Training
Holistic International Package Summary
Cost: £4699
4 day full tailored training sessions
Flexible training dates
Ongoing training and mentor throughout the assignment
Experienced and knowledgeable trainers with experience of living and working in Brazil
Additional recommended resources and reading
Holistic International app
Brazil Handbook
Full membership to our expatriate online community in Brazil via our website

Additional Extras


Half day training to Brazilian colleagues

Why Pick Us?

Offering tailored training before and during the assignment

Winners of the prestigious Award for Excellence in Business Training - 2012 and 2013

Training built specifically around your needs

High success rate with expatriate assignments

Proficient trainers with worldwide expertise and qualifications

Thank you for listening
Any Questions?
Barbosa, M. Matos, F. dos Santos, A. and Almeida, A., 2014. Mulheres e Patriarcado:
Dependência e Submissão nas Casas de Farinha do Agreste Alagoano
. Rio de Janeiro: enANPAD.
Blogspot, 2014.
Blogspot
[online]. Unknown: Blogspot. Available from: http://1.bp.blogspot.com/--rG8LUVprOg/TlQv2UGxEnI/AAAAAAAAAyY/Gen4m_8bP4Q/s1600/Business-Woman.gif [Accessed 29 April 2014].
Doh, J. and Luthans, F., 2009.
International Management Culture, Strategy, and Behaviour
. 7th edition. London: McGraw-Hill Irwin.
Euromonitor, 2011.
Female Breadwinners: How the Rise in Working Women is Influencing Spending Patterns
. Strategy Briefing.
Gesteland, R., 2006.
Cross-Cultural Business Behaviour
. 4th edition. Denmark: Copenhagen Business School Press.
Google Maps, 2014. 
São Paulo - Google Maps
[online]. Unknown: Google. Available from: https://www.google.co.uk/maps/place/S%C3%A3o+Paulo/@-23.6824124,-46.5952992,10z/data=!3m1!4b1!4m2!3m1s0x94ce448183a461d1:0x9ba94b08ff335bae [Accessed 19 April 2014].
Herrington, E., 1998.
Passport Brazil your pocket guide to Brazilian business, customs and Etiquette
. USA: World Trade Press.
Mapfling, 2006.
Homepage
[online]. California: Mapfling. Available from: http://mapfling.com/ [Accessed 4 May 2014].
Metcalf, L. Bird, A. Peterson, M. Shankarmahesh, M. and Lituchy, T., 2007. Cultural Influences in Negotiations A Four Country Comparative Analysis.
International Journal of Cross Cultural Management
[online], 7 (2), 147-168.
Microsoft Careers, 2014. 
Microsoft Windows Azure Jobs
[online]. Redmond: Microsoft Careers. Available from: http://www.microsoft-careers.com/go/Windows-Azure-Jobs/194716/ [Accessed 2 May 2014].
Microsoft, 2014.
News Centre
[online]. Redmond: Microsoft. Available from: http://go.microsoft.co.uk/en-us/news/inside_ms.aspx [Accessed 1 May 2014].
Nicks, M. and Tomalin, B., 2010.
The worlds business cultures and how to unlock them
. 2nd edition. London: Thorogood Publishing.
Olivas-Lujan, M. Monserrat, S. Ruiz-Gutierrez, J. Greenwood, R. Go, S. Murphy Jr, E. Santos, N. et al., 2009.
Values and attitudes towards women in Argentina, Brazil, Colombia, and Mexico
. Employee Relations, 31 (3), 227-244.
Rodriguez, E., 2013.
Microsoft announces expansion of Windows Azure services with a new region in Brazil
[online]. Redmond: Microsoft. Available from: http://www.microsoft.com/es-xl/news/Microsoft-announces-expansion-of-Windows-Azure-Services-with-a-new-region-in-Brazil.aspx [Accessed 2 May 2014].
Sao-Paulo, 2014. 
Sao-Paulo Economy - Information on Business and Investment in Sao-Paulo
. [online]. Sao-Paulo. Available from: http://www.sao-paulo.com/v/economy/ [Accessed 19 April. 2014].

References
Baruch, Y. and Baugh, G., 2002. Repatriation after assignment abroad: managing the transition.
International Journal of Manpower
[online], 23 (7), 592-673.
Briscoe, D. and Schuler, R., 2004.
International Human Resource Management
. 2nd edition. New York: Routledge.
Browaeys, M. and Price, R. 2011.
Understanding cross-cultural management
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Bruschini, M., 2007. Work and gender in Brazil in the last ten years.
Cadernos de Pesquisa
[online], 37 (132), 537-572.
Business in Brazil, 2011.
Business Structure
[online]. London: Business in Brazil. Available from: http://www.businessinbrazil.co.uk/brazilian-culture/business-structure.html [Accessed 6 May 2014].
Caliguri, P. Lazarova, M. and Tarique, I., 2005. Training, learning and development in multinational organisations. International Human Resource Management: a critical text. Besingstoke: Palgrave Macmillan.
Ediplomat.com, 2014.
Brazil - Cultural Etiquette - e Diplomat [online]
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Microsoft announces expansion of Windows Azure Services with a new region in Brazil
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Windows Azure Archives
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Employee Relations
, 31 (3), 227-244.
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Bibliography
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