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!

Um Feliz Natal

Nossa turmas estão andando muito bem, as viagens internacionais foram excelentes, e dos alunos que sofreram com os cortes de headcount, a grande maioria se recolocou em menos de 3 meses em ótimas posições. Iniciamos novos projetos gratuitos para ex alunos, de sustentabilidade / carbono zero, de proposição de políticas publicas, de fundraising para o Futuro, e de networking / empregabilidade. Em 2010, a primeira novidade é a viagem à India e Africa do Sul, iniciando em 15 de Janeiro, que será a primeira viagem de estudos um MBA brasileiro a estes destinos. (inscrições abertas até 05/01/2010).

No International MBA, a turma que se forma em fevereiro de 2010 já está bem encaminhada na busca de empregos; todos os estrangeiros fizeram projetos de consultoria, com 95% de aproveitamento, e algumas empresas com operações globais estão em processos adiantados de recrutamento destes alunos.

Assim, 2009 foi um muito bom ano, e fazemos votos que todos vocês, e as novas turmas que começam em março tenham um ótimo 2010!

To read in english, click here

Merry Christmas

Our 2009 classes had excellent performance, the international trips were very good, even some students who were laid off in 2009 found new jobs, most in less than 3 months. This year we started four new alumni projects, including a sustainability/zero carbon project, a public policy club, a fundraising group and a networking/employability group. For 2010, the first new project is the first trip to India and South Africa by a Brazilian MBA, which starts on january 15th. (Enrollments open till Jan 5th, 2010)

In the full Time International MBA, the class that graduates in February 2010 is finishing up their final projects, and many are well advanced in recruitment talks with major global companies, which have seen great potential in this group.

So, 2009 has been a very good year, and we wish that all of you, and our new students starting in March will have a great 2010!

Para ler em português, clique aqui

FIA MBA EXECUTIVO NA INDIA E NA ÁFRICA DO SUL 2010

Em janeiro de 2010 visitaremos e teremos palestras em Universidades e empresas relacionadas a temas como desenvolvimento econômico, outsourcing de TI, indústria automobilística e ou autopeças, bens populares (base da pirâmide) e outros. Leia mais...

FIA EXECUTIVE MBA IN INDIA AND SOUTH AFRICA 2010

In January 2010 we will visit companies and Universities in Mumbay and New Delhi to better understand India's competitive growth. Read more...

What do you look like in your emails?

Alfredo Behrens, Professor of Cross-Cultural Management

FIA, International MBA, São Paulo, alfredob@fia.com.br

Email communication is culturally rooted in the Northern hemisphere and, in being emotionally lean, it is not the most Latin-friendly media, yet, use it we must. As a student enrolled at FIA’s International MBA or EMBA you are likely to work at organizations that span the globe. It may help you to be aware of how you may be seen elsewhere when an email of yours arrives. How you are seen may reflect on your chances of promotion, which entails in meeting established standards of leadership skills through email communication. Developing your skills at inspiring followers is particularly relevant at your fuzzy stage of organizational development, where emerging leaders are expected to influence a team’s outcome without much formal authority over them. This becomes even more relevant when taking part in geographically dispersed teams, where the impact of different cultures might get in the way your effectiveness as an emerging leader.

Soft tactics, like presence in email exchanges through frequent helpful participation, or seeking to ingratiate yourself may result in higher acceptance of you by the rest of the team. It pays to be kind, as long as you do not look insincere; much as in face-to-face communication, flattery may advance your interests, but not if it is perceived as seeking ulterior motives.

Email, in being emotionally lean, facilitates the application of soft tactics like ingratiating yourself in one email, even with typos, for those may be taking as evidence of spontaneity. Yet it may pay sending a request for collaboration in a subsequent email, avoiding a too facile link of your ingratiation move with the request for help or input.

On the other hand, hard tactics like commands or reprimands, are particularly resented when perceived as presumptuous, as they are when you have no formal authority over the people you may address such emails too.

Appearing rational in an email exchange is always positive, but does not seem to be as important in generating followers to your position. In part because you are expected to be rational in any case, but also because the email environment, being so emotionally lean in nature, prizes those who voice affection and consistency, the latter being taken as evidence of fairness, a quality expected of an effective leader.

Before hitting the Send button it might pay to think how you might be seen at the others’ Inbox. Take some time to Read more at: Lindred L. Greer & Karen A. Jehn. Follow Me: Strategies Used by Emergent Leaders in Virtual Organizations, International Journal of Leadership Studies. Volume 5, Issue 1 / 2009.