Macunaíma no escritório

Como a chefia autoritária resulta na malandragem – e por que herança ibérica é solução para males corporativos

Por Alexandre Teixeira

Palavras fortes como malandragem, medo e trapaça têm sido usadas através dos tempos para descrever o ambiente de trabalho em empresas brasileiras. Na opinião de Alfredo Behrens, professor de Gestão Intercultural no MBA Internacional da Universidade de São Paulo, isso é fruto de uma hierarquia exagerada que produz chefias autoritárias, das quais os subordinados “escapam” por meio de subterfúgios pouco nobres. Mais ou menos como se transplantassem a saga de Macunaíma para o mundo corporativo. "Resolver esta tensão prejudicial à produtividade nas nossas relações trabalhistas requer não apenas reconhecer a profundidade das suas raízes culturais mas também a audácia necessária para por em prática soluções tão antigas quanto as razões que provocam os resultados indesejados", afirma Behrens em "Para se entregar ao trabalho é preciso gostar do chefe", um texto inédito com potencial para provocar polêmica.

O personagem de Mário de Andrade está em boa companhia nas raízes dessa espécie de resistência não agressiva à tirania das chefias. Do Jeca Tatu, de Monteiro Lobato, ao João Grilo, de Ariano Suassuna, heróis sem nenhum caráter inspiram-se no Leonardo Pataca de Memórias de um Sargento de Milícias, de Manuel Antonio de Almeida. Se há um pouco deles em cada trabalhador brasileiro – e muito do espírito de capatazes de fazenda em seus líderes – que chances têm de prosperar no país as técnicas administrativas americanas, baseadas na autonomia que pressupõem concedida a cada indivíduo? "Sem essa autonomia, mas coagidos pelo poder de uma hierarquia exagerada, os empregados buscam proteção driblando os processos, buscando se congraçar com os chefes dos seus chefes; ocultam erros seus e os dos seus cúmplices, e trabalham sem entusiasmo", escreve Behrens. "Técnicas estrangeiras, tais como os incentivos individuais, perdem eficácia diante de indivíduos que não são autônomos; e a frustração diante dos magros resultados favorece os recalques autoritários, reforçando as atitudes evasivas dos empregados".

Economista formado pela PUC do Rio de Janeiro, com mestrado pela FGV e Ph.D pela Universidade de Cambridge, Behrens descreve essa cultura organizacional gestada entre o autoritarismo e a sabotagem como opressiva – e impermeável a soluções da moderna administração de empresas. "As raízes do temor e a desconfiança são tão antigas que nenhuma ação de relações públicas ou integração de equipes, por parte da empresa, conseguirá resolver satisfatoriamente", afirma. "A desconfiança leva ao desengajamento". O resultado são escritórios povoados por funcionários que arrastam os pés, fazendo apenas o mínimo necessário para escapar de uma reprimenda. Processos e hierarquias são desrespeitados, às vezes substituídos pela busca de laços pessoais que assegurem proteção. Lealdades são geradas pelo paternalismo, interesses compartilhados entre chefes e subordinados resultam, por exemplo, na ocultação de erros das instâncias superiores. Ou, no sentido inverso, de cima para baixo, no uso do favoritismo para cooptar aliados entre os subordinados.

A solução para interromper esse ciclo vicioso não parece estar nos manuais de administração americanos e europeus. A sociologia rural e o estudo de movimentos camponeses sugerem que a resistência passiva observada nas empresas brasileiras pode ser eficaz quando a confrontação aberta não é uma possibilidade, na medida em que prejudica os resultados pretendidos pelo patrão. "Seria surpreendente se no Brasil, país de urbanização tão recente, as estratégias de resistência passiva não tivessem migrado para as cidades junto com as pessoas", escreve Behrens. Ele argumenta que, como essas estratégias têm raízes culturais profundas, os possíveis instrumentos para promover a mudança devem também incorporar a tradição. Se é verdade que nossa formação cultural "autoritária, intolerante e paternalista" é tipicamente ibérica, é certo também que – depois do período de dominação árabe – as explorações portuguesas e as conquistas espanholas resultaram em recuperação de território e expansão do poder.

"Quem sabe precisemos da audácia de buscar inspiração nas formas antigas de gestão de pessoas que produziram esses grandes feitos, no lugar de imitarmos formas de gestão de pessoas, desenvolvidas observando outros povos, que entre nós produzem resultados medíocres, frustração e subdesenvolvimento", afirma Behrens. Ele sugere, por exemplo, incorporar nos mecanismos de resolução de conflitos das maiores empresas brasileiras um sistema inspirado na administração da Justiça de Isabel, a Católica. A primeira instância ali era administrada por corregedores, transferidos de comarca a cada dois anos para evitar que caíssem na influencia dos poderosos locais. Assim como a Rainha Isabel conseguiu limitar o exagerado poder dos senhores feudais, as empresas modernas conseguiriam limitar o caráter autocrático da média gerência, incorporando corregedores selecionados dentre seus aposentados mais respeitados – que se tornariam guardiões da cultura organizacional e árbitros independentes. "Esta e outras soluções", escreve Behrens, "podem ser desenvolvidas em sintonia com a nossa cultura para promover o bem-estar no trabalho".

Revista Época Negócios, 11 de novembro de 2010.

The impact of mining on some rural populations of North East state of Brazil

The geographical distribution of Brazil’s population is highly uneven, concentrated mainly on its coastline. Since the 50's until 1980, a noticeable effort was made to try to reverse this trend. Some progress has been made mainly in the southern half of the country. Nevertheless, a large part of the territory remains fairly empty of population

The Brazilian Northeast is no exception to this rule, and has a few aggravating problems. It is above all, a great weakness in--or a chronic lack of--infrastructure, a consequence of low investment and poor development planning. This makes this deprived area of Brazil one of the few areas where it is still possible to see deprivation, poverty and despair.



One of the most common ideas is that these inner parts of the states of Ceara, Piaui, Maranhao, Alagoas and, to a lesser extent, Pernanbuco and Bahia are subject to systematic droughts that prevent local people access to food self-sufficiency. The problem of these areas is not lack of water, what with spectacular advances Agro science has made these past 15 years. The problem is the terrible consequence of the irregular rainfall. Precipitation averages over the last 10 years are sufficient to develop an agriculture that is semi-arid and would feed a much larger population than presently exists. This poverty is much more the result of a social structure based on the local, ‘paternalistic’behavior of a few families.

These are local potentates involved and introduced into all levels of Brazilian society, often the elected representatives of the people they keep in poverty. The solution for 80% of this population is, more than ever, much more political than economic. The Federal Brazilian government has often been cautious in never directly confronting these families. The action of these governments is usually limited to making basic direct assistance to these populations. This aid is just sufficient to enable them to survive.



Over the past six years, the only comprehensive and planned investment in infrastructure was the establishment of an energy grid, unfinished to this day. This allows the main free broadcast television channels (Rede Globo) and some competitors to reach most household and provide formatted information to a population that, in its vast majority, is illiterate. Consequently, they have no other way to access information.

In this context, any economic activity that creates jobs that require little skill is perceived by local populations within these States as a divine manna. Over the past five years, numerous mining sites (precious and semi precious colored stones) have been created, noticeably in Ceará. This type of mining activity affords basic infrastructure and needs labor-abundant, low-skilled manpower.



A positive point is that the people living within those inner states areas are of great integrity and honesty. This contrasts clearly with growing problems of violence and crime in most major Brazilia cities. These families, with one or more members working in the mines, have multiplied their family income two to four times.


Jean Gombart
Europe, Asia, Australia, South America and the United States--from 1999 to 2005, Jean Gombart put Noble Systems Corp on the world wide map. Jean thinks and sees globally. From 2005 to 2008, he offered sophisticated consulting to the Brazilian market for clean energy to GIS, CIM Software and the mining industry.

FIA Business School has been nominated as the most innovative business school in South America

FIA Business School has been nominated as the most innovative business school in South America by readers of European CEO and has now been shortlisted by our judging panel.

Education development issues have been increasingly highlighted by our readers as a topic of great concern. They appreciate that to develop a modern business their staff must be trained to the very highest possible standards. In recognition of this we are introducing for the first time our Global Business Education Awards. These awards will provide recognition of the world's leading centres of excellence.

Unlike other Business Education award programmes, our judging panel are seeking out institutions large or small that truly add value to the total development of corporate executives - and not just in terms of their salary expectations. The judges are not swayed by perceived reputation.

About European CEO: European CEO enjoys a global distribution network that includes the most prominent decision makers worldwide. The magazine has built up a coveted reputation for excellence throughout its pages. European CEO is dedicated to all areas of global business leadership and keeps its finger on the pulse of the latest developments. European CEO is produced by an award-winning editorial team of journalists and correspondents worldwide, who provide authoritative news and features supported by up-to-the-minute, reliable data collected from trusted media organisations such as Reuters and Financial News, and detailed analysis of the most complex, dynamic and innovative issues facing business today.

The magazine is delivered bi-monthly to 50,000 decision-making executives who serve on the boards of companies throughout Europe. The magazine reaches highly affluent executives at their homes as well as their primary businesses. Secondary distribution consists of 20,000 copies in select First/Business class lounges across Europe, with 10,000 copies going out to select properties and newsstands within the EU. European CEO is published by the World News Media Group.

Award criteria:
European CEO’s award selection panel has used a wide range of criteria to inform its decision over its 2010 Global Business Education Awards, lending the critical eye of a collective 205 years of business journalism and business experience to the exhaustive information gathered by the award body’s research team. The panel are very keen to recognise top performers who have bought their own unique stamp to business education. Some of the more important factors taken into account are as follows:

Accreditation
Accessibility
Value for money
Diversity of curriculum and methodology
Size (student to teacher ratios)
Graduation rate
Admissions procedures
Placement potential
Training in technology
Research
Holistic approach
Sustainability

The panel’s decision will be announced in the December 2010/January 2011 issue and the judges' decision will be final.

Testimonial: International MBA Alumni

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The universe is infinite and immeasurable and I believe that human knowledge is but a drop in the midst of this vast environment. As our knowledge expands so does contact with the unknown and one becomes increasingly aware of how little we know and how much more there is to be known. I look upon the question of professional improvement from the same standpoint.

When I took on the electrical engineering course, the prime objective was to graduate as a good engineer and seek a successful managerial career at companies devoted to technology or infrastructure. Whilst half way through the course I began to add on a handful of characteristics to my professional aspirations: I also wanted an international career, to become acquainted with different countries, with peoples of several nationalities, varied tongues, distinct cultures; to enrich my knowledge in the world around me and increase my own contact with diversity, with the unknown.

That was when, as an undergraduate, I sought to become a trainee abroad and thereafter began to pursue an international career at Schumberger Technology where I remained during 6 years as an ex-pat, having been assigned to several countries such as USA, Canada, Scotland, Mexico, Cuba and El Salvador deploying engineering and technical management activities in the oil and gas industry.

During this period of my life, I found myself awfully attached to far too technical activities and taking on a high level MBA was becoming a personal and professional growth plan so as to expand frontiers towards a more strategic perception concerning the management of large corporations. Once back in Brazil for over one year and somewhat restless with the comfort zone I dwelled in, I decided it was high time to stop and press the reset button on my career. I left the position I held at Weatherford Drilling Services and joined the first group of full time International MBA students at the Administration Institute Foundation (FIA).

I chose the International MBA full time format so as to seize the opportunity to dedicate myself intensively during a year to the enriching of my knowledge in business administration. I was extremely satisfied with the fruits of the decision I took. During that year I opened up my perspective of the corporate world in an indescribable manner. With the course I added on loads worth of learning to my style of leadership and strategic vision of management. I acquired extremely valuable insights in marketing, international competitiveness, negotiation, corporate governance, sustainability, innovation, value creation and people management. The consulting project was an unique opportunity to test internalized theory and the acquired networking was essential to my re-entering the market.

Having concluded the MBA I went through several processes at different companies. The International MBA prove to be impressive and of great relevance to those whom I talked to and during interviews. By the end of the MBA two solid offers were made: one at Weatherford as Business Development Manager in Rio de Janeiro and another with GE Oil & Gas as Brazil Service Manager, the latter being that which I effectively accepted.

Finally, know how is vital to the broadening of our borders but knowing people (Know Who) is fundamental to showing us the pathway. The International MBA aggregates both.

Matheus H. Scudeler Vilela

For further information concerning the International MBA and other courses: click here

Brasil é 3º país preferido para investimentos, diz ONU

Para as multinacionais, nove dos 15 países preferidos nos próximos dois anos para investir estão nas regiões emergentes.

Genebra, Suíça. À frente dos Estados Unidos e da Europa, o Brasil é o terceiro destino favorito de multinacionais que planejam realizar investimentos até 2012. Os dados foram anunciados no domingo (6) pela Conferência da ONU para o Comércio e Desenvolvimento (Unctad) a partir de uma pesquisa feita anualmente com 236 empresas multinacionais e 116 agências de promoção de investimentos pelo mundo. Segundo o levantamento, empresas multinacionais apostam em uma alta importante no fluxo de investimentos no mundo nos próximos dois anos, em mais um sinal de que o mercado estaria retomando confiança depois da crise. Mas a crise deixou seu legado. Para as multinacionais, nove dos 15 países preferidos nos próximos dois anos para investir estão nas regiões emergentes.

Pela primeira vez desde que o levantamento começou a ser feito há dez anos, o BRIC (Brasil, Rússia, Índia e China) está entre os cinco locais preferidos do setor privado para investir. O interesse de multinacionais por investimentos no setor de commodities e o crescimento do mercado doméstico brasileiro é o que estaria colocando o País em uma posição de destaque.

Com base em uma expectativa de crescimento econômico mundial de 3% em 2010 e de 3,2% em 2011, a ONU estima que o volume de fluxo de investimentos pode chegar a US$ 1,5 trilhão em 2011, passando para algo entre US$ 1,6 trilhão e US$ 2 trilhões em 2012. Em 2010, o volume deve ser de US$ 1,2 trilhão. Depois de dois anos de queda, grande parte da expansão deve ser atribuída a uma alta no número de fusões e aquisições. Já o investimento em novas plantas e nova produção ainda deve ser limitado. Diante da crise mundial, a taxa de investimento caiu 50%.

Das 236 empresas multinacionais que participaram do levantamento, mais de cem apontaram a China como uma prioridade em seus investimentos. Pequim, portanto, foi de longe o local preferido pelas empresas para investir nos próximos dois anos. Em segundo lugar vem a Índia, com pouco mais de 70 empresas indicando o país como o destino preferido. O Brasil vem então na terceira colocação, uma posição acima da classificação que havia obtido em 2009 e com 70 empresas indicando o País como sua prioridade. O Brasil, assim, supera os Estados Unidos, que aparecem pela primeira vez na quarta posição. Em 2009, o País recebeu US$ 25,9 bilhões em investimentos diretos. Nos primeiros sete meses do ano, o Banco Central calcula que o Brasil já tenha recebido US$ 14,7 bilhões em investimentos.

A lista dos cinco primeiros colocados na avaliação das multinacionais é completada pela Rússia, outro membro dos BRIC, mas com menos de 40 multinacionais colocando a nação como prioridade. Pelo levantamento, a classificação ainda conta com o México na sexta colocação, seguido pelo Reino Unido, Vietnã, Indonésia e Alemanha.

O grande interesse de multinacionais nos emergentes é o setor primário e de commodities. Segundo a Unctad, o setor de mineração e outros de exploração de recursos naturais conseguiram manter os mesmos níveis de investimentos dos últimos anos, apesar da crise. Já o setor automotivo, de produtos químicos e eletrônicos sofrem com uma produção acima da capacidade de consumo hoje dos mercados ricos. O resultado foi um corte importante nos investimentos.

Mas os países emergentes também aparecem cada vez mais como origem de investimentos. Entre os 20 investidores mais promissores em 2010, quase metade era de países em desenvolvimento. O primeiro lugar ainda é dos Estados Unidos. Mas a China já vem na segunda colocação, com a Índia na sexta posição e os russos no nono lugar.

Fonte: America Ecomonia
http://brasil.americaeconomia.com/notas/brasil-e-3-pais-preferido-para-investimentos-diz-onu

IPADE has developed two short but intensive one week seminars to the Top MBA students

IPADE has developed two short but intensive one week seminars to give Top MBA students from around the world the opportunity to interact and enrich their business culture through an experience in Mexico.

With the MBA International Weeks foreign students have the opportunity to experience Mexican business culture in an intensive week. They can also enrich their interaction with other Mexican and foreign MBA participants and explore the situations that affect Mexico, Latin America and their relationship with other countries.

Dates and deadlines:

1. Mexican Tourism a worldwide concept 2011:
   January 10^th to 14^th, 2011
   Registration deadline: November 15^th, 2010
   • Further information
   • Preliminary Schedule


2. Doing Business in Mexico 2011:
   March 7^th to 12^th, 2011
   Registration deadline: February 15^th, 2011
   • Further information
   • Preliminary Schedule

Contact:

Beatriz Guzman
Director International Office

IPADE Business School
T. + 52 (55) 53.54 1800 (ext.1393) direct. + 52 (55) 5354.1847
F.+ 52 (55)12.50 .1602
bguzman@ipade.mx
http://www.ipade.mx

FIA ALUMNI PROJECT IN EUROPE

Sponsored by Novartis, FIA is working with business schools in Europe to transfer our experience and materials in implementing social projects, initially in the health area.

Learn more about ICBA

Trip to China 2010

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The impact of the modern burying the past reaches with force when the magnetic levitation train reaches a cruising speed of 300 km per hour, well below the maximum normal 410 km per hour. The trip from the international airport to Pudong, the brand new business centre in Shanghai, is made on eight minutes, smooth and silently. Alongside the elevated train tracks, bulldozers and cranes build new structures with similar speed; from one year to another, new avenues, impressive buildings and new consumption habits appear.

In this 2010 study tour, we visited and met with managers from eight different companies; a history of growth of 33% per annum is normal, and the managers goals for growth are often nearer 40% per year. In this context the challenge is to build new factories, hire, train and retain the workforce, as well as develop local managerial talents, a task that is not trivial. To face the inevitable local imitators, companies must innovate to be always one step ahead in technology products and processes. Brazilian and other international companies operating in local B2B markets indicate that it is essential to focus on the high end of the markets and always bring up-to-date products; this pressurehas forced these companies begin to do research and development in China, and in some cases, push products developed specifically for the local market, sometimes surpassing the requirements of the Brazilian markets, as in the case of high end refrigerator motors, which must be quieter tha US or Brazilian models, due to the small size of chinese apartments, where living rooms often serve also for sleeping.

This perspective on innovation is explained by the size and dynamics of the Chinese market; for example, the World Expo 2010 in Shanghai expects 70 million visitors over six months; just tickets sales are forecast at 1.8 billion dollars. On a sunny day in June, nearly half a million people were there visiting exhibits of companies, trade associations and countries, including the football friendly and green Brazilian stand. The Chinese exhibits, all grandiose and futuristic, portray the concern with urban growth, energy, transport and sustainability of a society that is still 60% rural, where the urbanization pressure is huge, due to the 130 million migrant workers coming to the cities every year to work.

These migrant workers, who do not have the right to permanent residence or citizenship in the rich urban metropolis of the Eastern seaboard, provide the labor for the factories that churn out all the products that the West imports from China . These workers remain registered as citizens of their hometowns, where they return to annually in the New Year, and where they will eventually set up a family and reside after saving up the wages earned in the large factories of Shenzhen, Guangzhou, Shanghai, Suzhou, and Beijing, among other mega cities. But the people visiting World Expo 2010 are not the poor peasants observing the wonders of the Western world; they are the new Chinese consumers, with shopping bags in hand, composed of couples, almost always with one child and grandparents visiting, eating, consuming and displaying their confidence in China's future.

Our timing was special for other reasons; all the lectures in universities and industry emphasized that the Government faces new pressures and challenges that arise at every moment. On the very day our group arrived, the Chinese Government announced that the yuan would finally be allowed to, a measure requested with insistence by Western Governments and that brings a little more balance to the terms of trade, requiring more effort from the Chinese exporters and improving the competitiveness of products from the West. But the main news during our stay was the emergence (and permission of it’s disclosure) of a sequence of suicides of workers in the huge Foxcomm factories. These suicides are the result disillusion of the younger generation of migrant workers with their not-so-low wages and lack of future prospects. As a result, there were many labor strikes, followed by significant increases in wages across the coastal region. Increases of up to 62% were granted in Honda and Toyota, and average annual wage increases around 18% were common in the companies that we visited.

In well structured Chinese companies like Foxcomm, living conditions are reasonable, in spite of the intense work with up to six 12-hour days per week. Foxcomm has a factory with 500 thousand employees, and offer good dormitories for the workers, cinemas, a library, health care, fitness gyms, internet, etc. in a closed community – which is now being reconsidered. Formally employed workers in China have mandatory health insurance and social security, but some university speakers pointed out that less than 20% of the country's manufacturing jobs do in fact comply with these worker rights.

Another impact that amazes travellers is evidently the low prices of goods and services in the internal market; you can have a local meal, (in terms of comfort and general hygiene not very great for us Westerners) for less than a dollar. Markets trading local products impresses with ability to offer such low prices. Part of this is explained by the capital structure of Chinese companies, by the low price of inputs, and by the enormous competition in the offering of products. So companies with a state supported source of capital has primarily employment and sales turnover goals, not return on capital employed. The capital cost is low, and in some moments has a negative real cost, reducing the pressures for efficiency in logistics through the value chain, and essentially eliminates the cost of capital in Chinese price formation, as well as having fiscal incentives to export.

In the domestic Chinese market, there is an enormous competition, for with low cost of capital and little concern with intellectual property rights, there are few barriers to entry, fierce competition follows. In sectors such as refrigerators, we have 4 manufacturers in Brazil, and more than 250 in China, about 10 automobile manufacturers in Brazil, and 84 in China, and so forth. This voluptuous offer effectively force prices down, generating enormous competition among Chinese manufacturers.

Finally, one cannot fail to be impressed by China’s ability in articulating public and private sectors to offer an attractive business support infrastructure. Industrial parks offer plots with access by highways, railroads, ports and bonded warehouses; industrial installations, spaces for construction of housing for migrant workers, unions that are willing to cooperate with employers and centralized city offices, where one stop relationship with government is offered; a company with investment up to 100 million dollars is promised that all your licenses for operation can be cleared within 30 days.

There is updated legislation on environmental pollution, even if put into practice primarily in regards to the new foreign investments, tolerating in many cases the existing emissions of Chinese projects. Power generation is a challenge, because 75% of energy comes from coal, which will continue to be a major source for many decades. Although investments in hydroelectric plants are much larger than those of Brazil, and nuclear power and wind energy are fast growing sources, the fact is that coal, extracted in precarious and deadly Chinese mines will be the major driver of energy growth in China for many years yet.

The challenges are many; the cities grow at breakneck pace, wages rise, young people want more comfort and better prospects than previous generations, and the pressure on income inequalities and human rights spread across the country. But all those that get to know China, experience its growth and entrepreneurial force find that the center of world economic growth will gravitate towards Asia over the coming decades, and businesses and markets of China will have an increasingly important role in global business.

Brazil-Mexico Student Exchange Agreement

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On May, 2010, FIA Business School and IPADE Business School MBA signed an exchange agreement, under which 2 students per year may be selected by FIA to spend a trimester taking courses in Mexico City. There is no tuition cost for the participants.

Mexico offers the opportunity to develop Spanish language skills, strong interaction with Mexican business culture and network.

In exchange, we will receive two students from Mexico in September/2010, to attend classes with our International MBA students.

For further information, please contact Mrs. Sabrina, sabrinam@fia.com.br

Know IPADE: www.ipade.mx

Josué Gomes da Silva, president of Coteminas

Internationalization Strategy of Coteminas
quarta-feira, 5 de maio, 2010 Notícias Ivana

Josué Gomes da Silva, president of Coteminas presented the sucess story of Coteminas in their domestic growth and internationalization drive into global markets.

Josué Gomes, who obteined this MBA at Vanderbilt University, told a joint group of FIA and Vanderbilt students how he led Coteminas from being a local company in a market challenged by cheap chinese imports to being a global player.

Investing in technology, increasing efficiency, agressively merging with its major U.S competitors and reducing costs, Coteminas was transformed into Springs Global to become an international powerhouse, with 25.000 employees and globally recognized brands in bath towels and bed linen, with ower 3.5 billion reais of assets.

In this presentation Josué Gomes impressed all the participants with his knowledge of business strategy and the fundamental importance of financial management methods applied to his strategic decision process, which he attibuted in great part to his strong MBA education.

Vanderbilt University EMBA students at FIA in May 2010

Vanderbilt University EMBA students at FIA in May 2010, FIA Business School received the Executive MBA students of the Owen Graduate School of Management from Vanderbilt University.

In one more event in a partnership that has lasted for our 40 years between FIA, USP and Vanderbilt.

FIA Business School helped organize a one week series of company visits, classes’ annual events for the executive students. In a joint class by Prof. James Wright, Fia and Vanderbilt students discussed Brazils energy matrix to 2020, and the Brazilian expertise in fuel ethanol, ultra-deep sea oil production and the development of a national energy matrix which is 47% renewable!

Cocktail, dinner and a visit to Morumbi, the São Paulo team soccer stadium guided by our IMBA student, Fabio Correa, made up some of the social activities of the visit.

When in doubt, keep your mouth shut

The article by Prof. Behrens was cited in the May 2010 edition of the business magazine “Época Negócios”.

An organizational culture with an innovation mindset should not muffle its collaborators. Yet too many employees are afraid to speak out.
In fact, in a global survey with over 500 replies, only about one in five dares to “always speak out.” That is about the same share of employees that feels “only sometimes” it is safe speak out. Nearly half of the employees speak out “only most of the time;” but then, large majorities are not known to say anything controversial.

Click here to read this article

Internacionalização da Coteminas

Internacionalização da Coteminas
com Josué Gomes, Presidente da Coteminas

Esta palestra fará parte da visita da Vanderbilt University. O grupo de alunos do Executive MBA estão interessados em negócios globais e visitam a FIA em 05 de maio para aulas e esta palestra.

Em 05/05/2010 das 18h às 19h

Inscrições: http://palestrambavb.questionpro.com/

Global Mindset Inventory

Qual é seu grau de preparo para assumir responsabilidades internacionais?

Um diagnóstico para orientar os executivos e suas empresas no desenvolvimento das aptidões necessárias para atuação global.

Venha conhecer este instrumento aplicado em parceria com a Thunderbird Global School of Management que agora passa a incluir também o Brasil.

Inscrições: http://palestrambagmi2.questionpro.com/

The EMBA Vanderbilt group is coming to Brazil

Vanderbilt University is one of the most prestigious private Universities in the United States.

The EMBA group is coming to Brazil as part of their program studies for a lecture with the FIA International MBA on 5th May.

This group of students has a special interest in Global Business, the Brazilian business landscape and how both Brazilian and Multi-National companies operate in Brazil and Internationally. They are very experienced professionals with an average of 12 years business experience in diverse fields of industry and professions.

Férias à francesa em Lyon

Vinte séculos de história. Epicentro gastronômico mundial. Produtora de vinhos de renome internacional. Esses são apenas alguns motivos para conhecer a segunda maior cidade da França e seus arredores.

Consulte aqui o artigo da Revista Época Negócios indicado aos alunos que participarão da viagem técnica internacional do MBA Executivo Internacional, da FIA, pelo Prof. Alfredo Behrens,

When in doubt, shut up.

When in doubt, keep your mouth shut.

An organizational culture with an innovation mindset should not muffle its collaborators. Yet too many employees are afraid to speak out.
In fact, only about one in five dares to “always speak out.” That is about the same share of employees that feels “only sometimes” it is safe speak out. Nearly half of the employees speak out “only most of the time;” but then, large majorities are not known to say anything controversial.

Except for a slight suggestion that UCD respondents may be more afraid that others to speak out – or face greater sanctions (2% as against 5% say “Never”) these shares are remarkably stable. Both pie charts reflect the responses of MBA students at Anglophone programs. The first pie chart reflects the opinion in 2007 of mostly London Business School MBA alumni, where close to one third were American; while the second pie chart reflects opinions culled recently (2010) among 25 MBA students from Dublin, about two thirds of which were Irish, the rest were mostly other Europeans. Results for Brazilian FIA students (2008) as befits a more hierarchical society, showed a larger reticence to speak out but the sample of actual employees, not themselves bosses, was too small to compare with the other two samples



These shares are remarkably stable. Both pie charts reflect the responses of MBA students at Anglophone programs. The first pie chart reflects the opinion in 2007 of mostly London Business School MBA alumni, about one third of respondents were American; while the second pie chart reflects opinions culled recently (2010) among 25 Irish MBA students from Dublin. Results for Brazilian FIA students (2008) as befits a more hierarchical society, showed a larger reticence to speak out but the sample of actual employees, not themselves bosses, was too small to compare with the other two.


Why would so many be afraid to speak out?

Self preservation may have a lot to do with it. An in-depth study, also with close to 200 employees, (Detert and Edmondson, 2007) suggests that it is not speaking about problems that employees are most afraid of; problems are too objective to dismiss.
What employees withhold the most are suggestions for innovation. These carry a greater deal of uncertainty regarding the benefits to be accrued from speaking out; while they are certain to expose the employee who makes the suggestion. When in doubt, shutting up seems the safest route.
Detert and Edmonson suggest that the employees´ fears may be based only on no more than perceptions, or company myths, like stories of people disappearing sometime after making a suggestion.
Whether the myths are not more than myths, or not; a culture of fear helps only the surfacing of the bravest, not the brightest.
CEOs, when not bullies themselves, should do better by establishing a culture of glasnost rather than the gulag.



Reference.
James R. Detert, Amy C. Edmondson. Why Employees Are Afraid to Speak. Harvard Business Review. May 01, 2007. Prod. #: F0705B-PDF-ENG , pages 23-25.


Alfredo Behrens
The author is Professor of Leadership and Cross-Cultural Management at FIA, International MBA,
São Paulo, also the author of Culture and Management in the Americas, Stanford University Press, 2009; and of the manuscript “Shooting Heroes and Rewarding Cowards” to appear later in 2010. A presentation of the book can be seen at http://bit.ly/95aLM9
Contact: email me at ab*@*alfredobehrens.com after removing the *s.

Como falar com seu CEO

Com frequência aprendemos a limitar a nossa conversa a um "elevator pitch" para dizer tudo o que é necessário sem ser inconveniente.

Reparem que nós viemos de uma cultura na qual "se mostrar" é censurável, por isso nao estamos preparados para aproveitar uma boa oportunidade para dar uma mensagem ao Chefe Supremo.

De forma que, tendo essa oportunidade para fazer uma boa impressão, o que fazer?

• Saiba de antemão como o seu trabalho e a sua meta encaixam na estratégia geral da organização. Se eles não encaixarem é melhor não falar para se dar o tempo de procurar outra organização

• Seja você mesmo(a). Não é fácil quando muito está em jogo, mas talvez seja preferivel parecer sem jeito, tímido/humilde do que fujão. Encare, desde que: o momento é de fato propício? Leia a situação, ser inconveniente será desabonador.

Abaixo tem um texto curto falando sobre estes assuntos. Vale a pena ler, embora devam ter presente que, vindo de Harvard, está orientado a americanos mais do que a brasileiros.

Abraços,

Alfredo

http://blogs.hbr.org/cs/2010/03/tips_for_making_small_talk_wit.html?cm_mmc=npv-_-DAILY_ALERT-_-AWEBER-_-DATE
_______________________
Alfredo Behrens
www.alfredobehrens.com

The day before the historic voting President Obama - fine example of a leader

Colleagues,

The American Health bill passed without a single Republican vote. The day before the historic voting President Obama harangued the Democrat caucus asking them for their vote in the House of Representatives.

The speech itself is a fine example of a leader showing the path and calling his followers to action.

The link below takes you to the speech´s high point and is fully worth five minutes of your time.

http://www.youtube.com/watch?v=YiYUVdwoHu4

Best regards,

Alfredo Behrens
Professor of Cross-Cultural Management
FIA, EMBA Internacional and IMBA

The relevance of the IT segment in India and the Syntel Case

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Comprising a population of 47 million people with access to the internet, 500 million mobile phones and an average urban per capita income of USD3000, India is one of the major markets for business involving technology. The country is a reference primarily in the Field of Information Technology.

This potential is furthered by the contribution posed by a favourable economic environment and the ample availability of qualified labour: there are 2 million graduates per annum in India, 500 thousand of who are engineers. Thus, there is a combination of resources (skilled people, support and investment), infrastructure (telecommunications, transport, power and financial structure) and a favourable environment (fiscal incentives, economic and political stability). So that one might grasp the standing of India´s services sector, this segment currently contributes with 55% of the nation´s GNP, wherein the leading fields are: telecommunications, banking and IT.

Since the 70´s, a remarkable evolution took place in the IT sector, special emphasis being accredited to the period between 1994-98, when training in IT picked up and knowledge in the field, widespread throughout India. New projects to qualify and promote ERP systems at enterprises were developed between 1999 and 2001. Currently, the country develops low cost, high scale, innovative and aligned technologies, which address businesses and corporate strategies. Future outcomes foresee full outsourcing and the creation of joint value between contractors and IT suppliers.
During the Executive MBA´s trip, we were granted the opportunity to meet and talk to Syntel executives. This IT company was founded in 1980 in India and currently counts on 12.500 employees, headquarters in Michigan, 10 centres in India and 3 in USA. Service lines include IT application and maintenance, corporate solutions and business operations.

During the company tour we were to verify great concern involving collaborator training whether in the form of in-house programs, training in partnership with customers or with large specialized companies. Special attention allocated to quality and customer satisfaction, likewise was evidenced, posing a case of an Indian technology company that not only competes for lower costs, but seeks to offer customized solutions that address all customer requirements. In this joint effort all stakeholder expectations are taken into account, process automation with views to increasing productivity and change process management resulting from the adoption of new technologies and systems.

This visit brings to light the IT sector´s potential, the importance of Indian companies to the segment and most of all, the sophistication of it´s management systems and customer relationships that go far beyond cost reductions!

Renata Giovinazzo Spers, Teacher and Assisting Coordenator of Projects at FIA – Profuturo and International MBA. Participated in January/2010 of study trips to India and South Africa by joining the International Executive MBA group. (renatag@fia.com.br)

Brazilian School prepares MBAs for the world market

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Brazil has been competing successfully for the world market executive training.

The International MBA FIA will celebrate on March 17th the graduation of its 1st class with students from nine different countries.

They are young executives who have invested time and money to get training in business administration in Brazil. They have quit their jobs in the U.S., Europe and Latin America and chose coming to Brazil to obtain an internationally recognized MBA. In FIA, they have attended for a one year MBA, the only English spoken "full-time" MBA in Brazil.

Studying with Brazilian colleagues, whose most carried out the "part-time" version of the course in 20 months, international students took classes with Brazilians, Europeans and Americans professors, and absorbed much of the Brazilian culture of doing business.

With only 30 days after completing the course, more than 70% of the group is already being used in Brazil and abroad, and entrepreneurs have created their own businesses, generating employment in Brazil!

According to Professor James Wright, Coordinator of the International MBA FIA, "this course is a talent hotbed for Brazilian companies looking to expand its global presence. With an average of 6 years of professional experience, sense of entrepreneurship and a strong multicultural living, these young people are human capital of a first level for any company in the world." The teacher says that multinational companies have been faster to recognize this potential and hire the graduates of the first class. Internationalized Brazilian companies, as AmBev, Embraer, Gerdau, Votorantim, Unibanco, Itau, Camargo Correa, Odebrecht, Natura and others need to aggregate to their staff young people carrying exactly this profile, says Wright.

Escola Brasileira forma MBAs para o Mercado Global

O Brasil passou a disputar com sucesso o mercado mundial de formação de executivos.

O "International MBA" da FIA, nesta noite, comemora a formatura de sua 1ª turma com alunos oriundos de nove diferentes países.

São jovens executivos que investiram tempo e dinheiro para buscar uma formação em administração de empresas no Brasil. Largaram seus empregos nos EUA, Europa e América Latina e escolheram vir ao Brasil para obterem um MBA reconhecido internacionalmente. Na FIA, cursaram por um ano o único MBA "full time" em Inglês do País.

Estudando junto com colegas brasileiros que em sua maioria realizaram a versão ''part-time'' do curso em 20 meses, os alunos internacionais tiveram aulas com professores brasileiros, europeus e norte-americanos, e absorveram muito da cultura brasileira de fazer negócios.

Com apenas 30 dias da conclusão do curso, mais de 70% da turma já está empregada no Brasil no Exterior, ou empreendedores, criaram suas próprias empresas, gerando emprego no Brasil!

Segundo o Professor James Wright, Coordenador do International MBA da FIA, "este curso é um celeiro de talentos para as empresas brasileiras que querem ampliar sua presença global. Com média de 6 anos de experiência profissional, senso de empreendedorismo e uma intensa vivência multicultural, estes jovens são um capital humano de primeira para qualquer empresa do mundo". O professor afirma que as empresas multinacionais tem sido mais rápidas em reconhecer este potencial e contratar os formandos da primeira turma. As empresas brasileiras que se internacionalizam, como AMBEV, Embraer, Gerdau, Votorantim,Itau-Unibanco, Camargo Correa,Odebrecht, Natura e outras precisam agregar as seus quadros jovens talentos exatamente com esse perfil, diz Wright.

Doing Business in Brazil

by Prof. Alfredo Behrens

Following on the visit by the University of Dublin Executive MBA last week, we now have a visit by a group of St Michaels College students, a liberal arts college in Vermont USA, founded in 1904.
 
You are cordially invited to attend a presentation at FIA on "Doing Business in Brazil" by Prof. Alfredo Behrens, this Friday, March 19th, from 11:00am to 12:30pm.
 
RSVP if you plan to attend: sabrinam@fia.com.br

Limited availability!

Coordenação: Prof. James Wright

Data: 19/03/2010 das 11:00 – 12:00.
Local: FIA - Unidade Butantã – R. José Alves Cunha Lima, 172

Global Mindset Inventory

“Global Mindset Inventory”

Prof. Alfredo Behrens

Qual é seu grau de preparo para assumir responsabilidades internacionais?

Um diagnóstico para orientar os executivos e suas empresas no desenvolvimento das aptidões necessárias para atuação global.

Venha conhecer este instrumento aplicado em parceria com a Thunderbird Global School of Management que agora passa a incluir também o Brasil.

Coordenação: Prof. James Wright

Data: 23/03/2010 das 9:00 – 10:30 hs.
Local: FIA - Unidade Butantã - Rua José Alves Cunha Lima, 172

EVENTO GRATUITO PARA EX-ALUNOS E CONVIDADOS

Inscrições: http://palestrambagmi.questionpro.com

Innovation in Products and Distribution: Hindustan Univeler Case Study

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Furthering reports concerning the Executive MBA´s trip to India, Unilever´s successful and interesting case, known as Hindustan Unilever, is worthy of mention.

For starters, findings resultant from travel observations place prime emphasis in the hardship encountered by attempts to homogenize the Indian population, in terms of markets or segments. This is an extremely multi-faced populace in terms of culture and consumer habits, in addition to the many differences pertaining to income levels. Given this context, Hindustan Unilever works in India under the concept of “doing well by doing good”, respecting the needs, values and habits of the people of India. One of these values concerns getting a job well done so that the consumer feels well with the nutrition, hygiene and personal care products sold by the company.

According to our “in loco” visit to the company and conversations held with executives, Hindustan Unilever´s success depends on the sound addressing of the average class Indian woman. Although one must market a low priced product, it must however be one of quality. This, the company has been able to develop by means of innovation in products and processes, as well as by employing new technologies.

The company also had to adapt it´s brands and products locally, selling assorted brand names at different regions such as, for instance, the Hamam deodorant in Tamil Nadu and Rexona in Andhra Pradesh. On the other hand, products such as teas are sold under the same brand name but with different flavours according to local taste, thus enhancing the relevance of the R&D area and of intense and regular market research, so as to acquire an understanding of consumer opinions.
However, of true interest was the innovation in the distribution model adopted by the company. To expand it´s markets, Hindustan faced the challenge of reaching out to millions of potential consumers at small and remote villages lacking adequate distribution, advertising coverage and quality infra-structure. To overcome this impairment, in 2000, the company launched the Shatki Project, partnering with NGO´s, Banks and government.

In this project, women involved in self-support groups in India were invited to sell Hindustan products - mostly soaps and shampoos – at towns and villages. The company offers training in Sales and commercial knowledge to support the entrepreneural activity.

After the initial investment in stock, many entrepreneurs earn a monthly profit of 700 to 1000 rupias (15 to 22 dollars), more than their husbands earned in the fields. By the end of 2004, over 13.000 women sold to 70 million consumers at 12 states. At the end of 2006, 30.000 shatkis addressed 100.000 villages at 15 states, recovering these ladie´s self esteem and a role in society and to the company, an increasing success in sales in the rural areas of India!

For further information, kindly refer to :
http://www.unilever.com/sustainability/casestudies/economic-development/creating-rural-entrepreneurs.aspx.

Prof. Renata G. Spers, Teacher and Assisting Coordenator of Projects at FIA – Profuturo and International MBA. Participated in January/2010 of study trips to India and South Africa by joining the International Executive MBA group. (renatag@fia.com.br).

Prof. Dr. Renata Spers conducts research for post-doctorate at Vanderbilt University in Nashville, USA

The research deals with the identification of competitive advantages of communities in the Base of Pyramid and it is being developed jointly with Professor Edward Fischer, from the Center of Latin American Studies (CLAS), and Professor Bart Victor, from Owen Business School.

The teacher received a grant for research abroad from FAPESP - Fundação de Amparo a Pesquisa do Estado de Sao Paulo, as support for the research performance.

Read in Portuguese

Inovação em Produtos e Distribuição: Caso Hindustan Univeler

Dando continuidade aos relatos da viagem do grupo MBA Executivo à Índia, podemos mencionar o interessante e bem sucedido caso da Unilever, que leva o nome de Hindustan Unilever.



Um primeiro ponto que vale comentar, a partir das observações feitas durante a viagem, é a dificuldade de homogeneizar a população indiana, em termos de mercados ou segmentos. Trata-se de um povo extremamente multifacetado em termos de cultura e hábitos de consumo, além das grandes diferenças de renda. Diante deste contexto, a Hindustan Unilever trabalha na Índia com o princípio do “doing well by doing good”, respeitando as necessidades, valores e costumes do povo indiano.

Um desses valores é o de fazer seu trabalho bem feito, para que o consumidor sinta-se bem com os produtos de nutrição, higiene e cuidados pessoais comercializados pela empresa.

Conforme constamos em visita a empresa e conversa com os executivos, o sucesso da Hindustan Unilever depende do bom atendimento a mulher indiana de classe média. Há uma necessidade de colocar no mercado um produto de baixo preço, mas com qualidade, o que a empresa tem conseguido desenvolver por meio de inovação nos produtos e processos, assim como o uso de novas tecnologias.

A empresa também precisou adaptar localmente suas marcas e produtos, vendendo algumas marcas em diferentes regiões, por exemplo, marca de desodorante Hamam em Tamil Nadu e Rexona em Andhra Pradesh. Por outro lado, produtos como chá são vendidos com a mesma marca, mas com sabores diferentes dependendo do gosto local, daí a importância da área de P&D e também da realização de intensas e constantes pesquisas de marketing para se conhecer a opinião do consumidor.

Mas realmente interessante foi a inovação no modelo de distribuição adotada pela empresa. Para expandir seus mercados, a Hindustan tinha o desafio de alcançar milhões de potenciais consumidores em pequenas e remotas vilas onde não há distribuição adequada, sem cobertura de propaganda e infra-estrutura de baixa qualidade.

Para solucionar este desafio, em 2000, a empresa lançou o Projeto Shatki, em pareceria com ONGs, bancos e governos. Neste projeto, mulheres envolvidas em grupos de auto-ajuda na índia foram convidadas a vender produtos da Hindustan, principalmente sabonetes e xampus, em aldeias e vilas. A empresa fornece treinamento em vendas e conhecimento comercial para apoiar na atividade empreendedora.

Após investimento inicial em estoque, muitas empreendedoras fazem um lucro mensal de 700 a 1000 rupias (15 a 22 dólares), mais do que os maridos ganhavam no campo. No final de 2004, mais 13.000 mulheres vendiam a 70 milhões de consumidores em 12 estados. No final de 2006, 30.000 shatkis atendiam a 100.000 vilas em 15 estados, trazendo a estas mulheres o aumento de sua autoestima e um papel na sociedade. E para a empresa, um sucesso crescente de vendas nas áreas rurais da Índia!

Para saber mais, acesse http://www.unilever.com/sustainability/casestudies/economic-development/creating-rural-entrepreneurs.aspx.

Renata Giovinazzo Spers, Professora e Coordenadora Ajunta de Projetos da FIA – Profuturo e International MBA. Participou em viagem de estudos para índia e África do Sul, com grupo do MBA Executivo Internacional, em janeiro/2010renatag@fia.com.br).

Dabbawalas: Lições de Inovação e Gestão em Mumbai

Durante a viagem do grupo MBA Executivo à Índia, tivemos a oportunidade de aprender sobre interessantes casos de empresas inovadoras. Nas próximas semanas iremos compartilhar o que vimos, conhecemos e aprendemos durante a viagem, desde casos práticos, até discussões acadêmicas mais interessantes.




Um primeiro caso de sucesso que conhecemos é o dos “Dabbawala”.
O sistema dabbawala surgiu há mais de 100 anos, quando Mahadeo Havaji Bachche iniciou um sistema de entrega de refeições com aproximadamente 100 entregadores.

Atualmente 5000 dabawallas entregam por dia 200.000 marmitas em Mumbai, principalmente para executivos que trabalham em escritórios em áreas comerciais. “Dabbawala” em Marathi significa literalmente “entregador da caixa de almoço”. Marmitas são preparadas em casas e entregues aos clientes diariamente, entre 9h30 e 12h30. Os entregadores fazem a coleta, seleção e distribuição das marmitas para todos os clientes.

As entregas são feitas com bicicletas, carrinhos de mão e caixas de madeira, driblando o trânsito caótico de Mumbai e garantindo as entregas para almoço nos horários estipulados. Como grande parte dos 5000 entregadores são analfabetos, é utilizado um sistema de código particular de cores e letras. Cada marmita vem com o código desenhado na própria tampa, que pode ser entendido pelos funcionários. O turno de trabalho é dividido em grupos de 25 a 30 entregadores, conduzidos por um líder.

As marmitas passam por estações de trem para chegar até a área comercial, e são transportadas por bicicletas ou carrinhos até o destino final. Os índices de falha são praticamente zero - um erro a cada 16 milhões de entregas! Estes números já garantiram à empresa diversas certificações, dentre elas o Six Sigma Quality Certification. Os serviços prestados pelos dabbawalas são extremamente eficientes, garantindo a satisfação dos clientes.

Para este sucesso, disciplina de todos ao longo do processo é essencial. Usar um típico chapéu branco é obrigatório para os entregadores. Reportar-se sempre no horário e respeitar o cliente são valores fundamentais para os funcionários. Cooperação, coordenação, sinergia e estreita interação entre todos os membros é muito importante, pois para os dabbawala, “união é poder”!

A metodologia de trabalho, logística e valores dos dabbawala já são conhecidas em todo o mundo. Por causa da sua eficiência, o sistema tem sido explicado em palestras para empresas como Coca-Cola, Siemens, além de alunos de Harvard e Michigan.

Para saber mais, acesse o site www.mydabbawala.com

Renata Giovinazzo Spers, Professora e Coordenadora Ajunta de Projetos da FIA – Profuturo e International MBA. Participou em viagem de estudos para índia e África do Sul, com grupo do MBA Executivo Internacional, em janeiro/2010renatag@fia.com.br).

Reportagem apresenta a experiência de Tyler Mecham, um americano que veio fazer o International MBA em Ingles da FIA

Estrangeiros no Brasil

A projeção do Brasil no exterior fez crescer o interesse dos profissionais estrangeiros, que agora querem trabalhar por aqui. Competir por uma vaga fica mais difícil

Fabiana Corrêa (redacao.vocesa@abril.com.br) 09/02/2010

O americano Tyler Mecham, de 30 anos, está morando no Brasil há um ano. Ele deixou sua cidade natal, Phoenix, no estado americano do Arizona, e veio para São Paulo cursar MBA na Fundação Instituto de Administração (FIA), na primeira turma em inglês criada pela escola. Agora, Tyler está em fase de contratação por uma multinacional com sede na capital paulista. Em sua turma, de 15 alunos, outros quatro estão em fase de negociação para serem contratados por empresas locais. ”Fui escolhido por conhecer outra cultura e falar inglês fluentemente, além da minha experiência na área financeira”, diz Tyler.

O americano e seus colegas de classe fazem parte de um grupo de jovens profissionais estrangeiros que vem mostrando interesse crescente em fazer carreira no Brasil, um movimento que se intensificou no último ano, com a crise de emprego na Europa e nos Estados Unidos. “A projeção econômica do Brasil no exterior incentivou essa procura”, diz Denise Barreto, sócia da GNext, consultoria de busca de executivos de São Paulo. A GNext vem recebendo mais currículos de europeus desde o início do ano passado. “São altamente qualificados e com perfil multicultural. Se comparados aos brasileiros que cursam MBA no exterior, concorrem em pé de igualdade”, diz Denise. Eles podem ser especialmente interessantes para empresas em fase de internacionalização, que querem ganhar conhecimento em um determinado mercado.

O processo de contratação de estrangeiros leva entre um e dois meses. “É relativamente simples, mas é a empresa brasileira que precisa se responsabilizar pelo visto”, diz o advogado Renê Ramos, sócio da Emdoc, que presta serviço para quem vai contratar estrangeiros. “De julho de 2009 para cá os pedidos de visto de trabalho só aumentaram”, diz Renê.



Tyler Mecham, americano, 30 anos: em fase de contratação depois de vir dos Estados Unidos para cursar MBA no Brasil

A vinda e a contratação de estrangeiros por empresas com sede no Brasil devem ficar cada vez mais comuns, considerando que o país começa a se aproximar das grandes economias mundiais. Cidades como Londres ou Nova York experimentam isso há anos. Mas esse é também um dos aspectos da falta de profissionais no mercado local. “As empresas primeiro trouxeram de volta seus expatriados. Agora querem também os talentos que não são daqui para preencher seus quadros deficitários por causa do crescimento rápido e da falta de gestores”, diz o consultor de gestão de recursos humanos César Souza, da Empreenda, de São Paulo.

“Os latinos serão os primeiros a vir: portugueses, italianos e espanhóis, que estão com um grande problema de falta de emprego em seu país”, diz César. Nos últimos meses, Newton Campos, presidente da associação de ex-alunos do Instituto da Empresa, o IE, na Espanha, uma das principais escolas de negócios da Europa, viu mais que triplicar a procura de ex-alunos por um emprego no Brasil. “Há um ano, recebia um e-mail de ex-alunos a cada três meses. Hoje, chega um pedido de informação sobre trabalho a cada 15 dias”, diz Newton.

Na Esade, outra escola de negócios da Espanha, a área de serviços de carreira tinha, até um ano atrás, em média três solicitações de apoio para trabalhar no Brasil por ano. Em 2009, foram 12. O italiano Ulrico Talamanca, de 30 anos, é um dos alunos do IE interessados nas possibilidades brasileiras. Chegou ao Brasil em janeiro deste ano disposto a aprender português — ele já fala inglês, alemão e espanhol — e usar sua experiência de cinco anos em banco de investimento na Itália e nos Estados Unidos para conseguir um emprego no país.

“A economia na Europa está parada e a América do Sul é um lugar mais próximo em termos culturais”, diz Ulrico. Mercados como agronegócio, que empregou três dos alunos da primeira turma do MBA em inglês da FIA, e energia são alguns dos que mais atraem. “O Brasil tem a imagem de inovador no setor de energia e as pessoas querem aprender com isso”, diz James Wright, diretor do curso.

A vinda de executivos estrangeiros pode aumentar a concorrência em algumas áreas, mas a convivência com profissionais de outros países deve beneficiar as empresas e enriquecer as equipes de trabalho locais. “Há uma vantagem na mistura de várias culturas, algo que já acontece nas grandes metrópoles mundiais. Não acho que essas pessoas venham para tirar o trabalho dos brasileiros, mas para trazer mais conhecimento”, diz Denise, da GNext. De fato, os estrangeiros trazem na bagagem uma experiência diferenciada. Até por isso, a competição no mercado de trabalho vai ficar mais árdua.

Future Studies Research Journal: Chamada para submissão de artigos

Prezados.

Com satisfação informamos que já está publicado nas versões Inglês-Português, o primeiro número da Future Studies Research Journal: Trends and Strategies - uma iniciativa do Programa de Estudos do Futuro/FIA, que tem como sua missão divulgar a produção intelectual sobre estudos do futuro e estratégias das organizações.

Gostaríamos de convidá-los a enviar um artigo para publicação no segundo e terceiro número da Future, a serem divulgados no primeiro semestre de 2010.

Os artigos podem envolver temas ligados a estudos do futuro (cenários, tendências, metodologias prospectivas), ou ainda estratégia e inovação.

Solicitamos o envio do artigo até 26/02/2010.

Aguardamos a visita e cadastro no portal da revista www.revistafuture.org

Estaremos à disposição para quaisquer esclarecimentos.

Um abraço.


Prof. Dr. James T. C. Wright
Editor-Chefe
Future Studies Research Journal
http://www.revistafuture.org
55-11-3091-5848

India 2010, commentaries

Leia esta notícia em português - clique aqui

Poverty. Computers. . Wealth. Ancient cultures. Religiosity. Respect for animals. Sumptuous palaces. Crowds. Global companies. Education and kindness. No rush. Democratic. Reincarnation. Proud to be Indian. Bollywood. Books and readers. Blackouts. Corruption. Children in school. Growth. Weapons. Castes. Horns. Spice. Jewelry. Cars. Malls. Cows.

India is grandiose and has all these elements on a large scale. It is the world's largest democracy, and a synthesis of all the difficulties and potential of the emerging world. Untill 2050, more than 90% of the world’s population growth will come from emerging countries, and Indians believe that the solutions they find will be an example to the world, as its failures will also be those of the democratic world.

In January of this year, a group of teachers and alumni of FIA made a cultural, education and business journey to India, visiting companies, community projects, universities, museums, palaces and popular markets.

The transport and energy infrastructure is precarious, as well as sanitation and healthcare. The state bureaucracy is stifling and corruption abounds. The cultural, religious and geographical divisions fragment the market into many distinct sub-segments. Finally, the distribution systems are inefficient and expensive.

To its credit, India has a large absolute size of its market and a potential 1.2 billion consumers in the base of the pyramid, and the reality of about 60 million middle-class consumers that adopt consumer habits similar, but not identical Westerners.

McDonalds, for example, has to adapt its offerings to an audience for whom the cow is sacred: it has to offer special seasonings and products to vegetarians, and in some stores, meals at 50 cents. Suzuki has to adopt a local brand name, Maruti, to survive. I has to to create a network of driving schools to educate their future customers, and has to compete with a Nano, which Tata Industries sells for $ 2500.

India’s greatest triumph is its people: a hard working population, which fervently believes they will be better by doing good in this and future lives, and strongly believe in education as a means to thrive. Speaking fluent English, most educated Indians can interact quite easily in a globalized world, and have created a very important space for their country in global IT services.

Comparisons with China are inevitable. The Chinese have a clear purpose to build the most important economic power in the world; everyone from leaders to workers, see and work with this goal in mind. Democratic and pluralistic India does not know how to express a clear vision of its role in the world. It grows without an integrated plan, democratic, multi-faceted, chaotic, noisy and confusing. But it moves inexorably to a dramatically different future: it can be a huge market for infrastructure and consumer goods, it can provide the brains, companies and entrepreneurs for a globalized emerging world, or may lose its way in internal disputes For us Brazilians, an unexplored world with enormous opportunities for partnerships and business, but a challenge to understand and deal with this multifaceted Asian giant, a giant that cannot be ignored.



James Wright

Information session in India - International MBA

We are having an information session in India for anyone interested in attending our one year full-time International MBA Program in English.

Please RSVP and pass the invitation on to friends and contacts who might be interested.

Date: Jan. 18th 2010

Time: 5:00 - 6:30 pm

Location (Please note the new address):

The Fariyas Hotel

25 Off Arthur Bunder Road, Colaba, Mumbai - 400 005

Tel.: + 91 - 022 - 61416141 + 91 - 022 – 22042911

On arriving, please ask for information about the meeting room at the hotel front desk.

Email: internationalmba@fia.com.br

Inscriptions: http://informationsessionsmba.questionpro.com/

More information on FIA Business School: InformationSessionMumbai2010.pdf

It will be a pleasure to meet you and give you more information about the opportunity to study at FIA in Brazil!

Yours sincerely,

Prof. James T C Wright, PhD.

University of São Paulo

Alfredo Behrens, Professor at FIA, at Vanderbilt University

American Scientific Management spilled over the world as if all people would respond equally, with the same intensity, to the same pecuniary incentives. Perhaps that is wrong, as it seems to be in the Samba Schools parade. There, people who moonlight for months deliver a world class parade on the date and time agreed to. Yet many among the same people may leave work early after having arrived late at multinationals in Rio de Janeiro. These people, as well as the much admired Che Guevara, President Allende, Acapulco plungers and bullfighters, the list is long, do what they do but earnestly enough, but not so much for money.

Not only Latin Americans do not seem to be as motivated by money as Americans are, they enter into a work contract where they expect as much protection as they are ready to give in terms of work: all-out. But modern employment limits protection by excluding parents from work-related health coverage. This limit sends the wrong signal to workers feel shortchanged, leading to lack of engagement which translated into low productivity.

Part 1:



Anglophones lead mostly for the Coyotes and see Courage as its primary driving virtue. On the other hand, Latin Americans root mostly for the Road Runner and see Temperance and Humanity as its most driving virtue, and they also tell us they do not like to be led by Coyotes. But because it is at the headquarters of multinationals where the appointments are made, they will tend to prefer like-minded individuals to run subsidiaries in Latin American, who will like to be Coyote rooters, much to the chagrin of those who root for the Road Runner.

Part 2:



You may find much of this argument at Harvard Business Review's blog who chose to distribute this in August 27th of 2009.

Alfredo Behren's book, Culture and Management in the Americas, by Stanford University Press, is now available here!