Cross-Cultural Gender Cross-Cultural Gender IssuesIssues

Presented by:Presented by:Carla Lee Carla Lee

Ana FujiharaAna FujiharaVaidas SukysVaidas SukysChristina LiuChristina LiuVicky HoangVicky Hoang

Brazil Sweden

Tonight’s AgendaTonight’s Agenda Introduction of Brazil and Sweden Introduction of Brazil and Sweden Typical styles of HRM & IHRM in Typical styles of HRM & IHRM in

Sweden & Brazil Sweden & Brazil Introduce companies chosen to Introduce companies chosen to

analyze analyze Short skit and analysisShort skit and analysis Challenges to global leadership Challenges to global leadership

development development Critics of the existing HRM & IHRM Critics of the existing HRM & IHRM Recommendations Recommendations Conclusion Conclusion

Overview of BrazilOverview of Brazil The largest country in The largest country in

South America with a South America with a population close to 200 population close to 200 millionmillion

Its GDP is $1.38 trillion Its GDP is $1.38 trillion with $7,600 per capita with $7,600 per capita

The main stereotype of The main stereotype of doing business in Brazil doing business in Brazil stands on 3 factors:stands on 3 factors:• GovernmentGovernment• Inflation Inflation • Special interestsSpecial interests

Brazil’s GDP by Sectors:Brazil’s GDP by Sectors:

Overview of SwedenOverview of Sweden

33rdrd largest country in Northern largest country in Northern EuropeEurope

Slightly larger than CaliforniaSlightly larger than California Population is ~9 million Population is ~9 million 4.5 million in the workforce4.5 million in the workforce Unemployment rate is 5.8%Unemployment rate is 5.8% GDP is $238.3 billion GDP is $238.3 billion GDP per capita is $26,800GDP per capita is $26,800

Sweden’s GDP by SectorsSweden’s GDP by Sectors

Sectorial GDP Distribution for 2003

Agriculture2%

Services74%

Industry24%

Typical styles of HRM & IHRM in Typical styles of HRM & IHRM in BrazilBrazil

Ethnocentric with mixture of Ethnocentric with mixture of regiocentric and polycentric regiocentric and polycentric approachesapproaches

Recruitment policies and personnel Recruitment policies and personnel selectionselection

Training policiesTraining policies Communication and programs that Communication and programs that

increases availability of educated increases availability of educated female populationfemale population

Classification by GenderClassification by Gender

Typical styles of HRM & IHRM in Typical styles of HRM & IHRM in SwedenSweden

Ethnocentric approachEthnocentric approach Coffee-machine selection processCoffee-machine selection process Technical training instead of cross cultural Technical training instead of cross cultural

trainingtraining No mentoring or counseling programNo mentoring or counseling program Not much consideration on performance Not much consideration on performance

evaluationevaluation Attractive compensation packageAttractive compensation package Repatriation program varies from Repatriation program varies from

company to companycompany to company

Introduction of Brazil’s companies Introduction of Brazil’s companies chosen to analyzechosen to analyze

Petrobas: Petrobas: • One of the largest petroleum companies in the world One of the largest petroleum companies in the world • Has 37,899 employees and most of them are men: Has 37,899 employees and most of them are men:

33,211 or 87.6%, women only represents 12.4% 33,211 or 87.6%, women only represents 12.4%

Natura: Natura: • A local fast-growing cosmetics company A local fast-growing cosmetics company • The best company for the female workforceThe best company for the female workforce

Alpha: Alpha: • A subsidiary of US company for Chemical and Equipment A subsidiary of US company for Chemical and Equipment

IndustryIndustry• Process of selection, training and career promotions Process of selection, training and career promotions

according to US standards. according to US standards.

Introduction of Sweden’s Introduction of Sweden’s companies chosen to analyzecompanies chosen to analyze

Volvo GroupVolvo Group: : • Has production in 25 countries and Has production in 25 countries and

operates on more than 130 marketsoperates on more than 130 markets• 76,000 employees around the world76,000 employees around the world• Employees Overall:Employees Overall:

Women 16%Women 16% Men 84%Men 84%

• Employees in managing positions:Employees in managing positions: Women 14%Women 14% Men 86%Men 86%

Introduction of Sweden’s Introduction of Sweden’s companies chosen to analyzecompanies chosen to analyze

Ikea:Ikea:• Been the world’s largest furniture retailer Been the world’s largest furniture retailer

which specializes in stylish, yet inexpensive which specializes in stylish, yet inexpensive Scandinavian designed furniture “at the price Scandinavian designed furniture “at the price so low that the majority of people can afford to so low that the majority of people can afford to buy them.” buy them.”

• Has 201 stores opening in 33 different Has 201 stores opening in 33 different countries with a turnover of 13,570 million countries with a turnover of 13,570 million Euros in 2004 Euros in 2004

• 84,000 employees who operate in 44 different 84,000 employees who operate in 44 different countries countries

Skit: Process of Selecting a ManagerSkit: Process of Selecting a Manager

Scenario:Scenario: A Swedish subsidiary in Brazil is looking for a A Swedish subsidiary in Brazil is looking for a

candidate to fulfill a managerial position. candidate to fulfill a managerial position. 4 candidates are interested in the position.4 candidates are interested in the position.

Roles:Roles: Ana - Brazilian female employeeAna - Brazilian female employee Christina - Swedish female employeeChristina - Swedish female employee Vicky - Swedish male employeeVicky - Swedish male employee Vaidas – Brazilian male employeeVaidas – Brazilian male employee Carla – Swedish male managerCarla – Swedish male manager

Analysis of the SkitAnalysis of the Skit Due to the stereotypical roles of a Brazilian Due to the stereotypical roles of a Brazilian

woman, Ana was not taken seriously.woman, Ana was not taken seriously.

Due to the ethnocentric staffing policies of Due to the ethnocentric staffing policies of Sweden’s IHRM and also the glass-ceiling Swedish Sweden’s IHRM and also the glass-ceiling Swedish women face, Christina was not chosen for the women face, Christina was not chosen for the position even though she was very much position even though she was very much qualified.qualified.

Ultimately, a Swedish male candidate was chosen Ultimately, a Swedish male candidate was chosen based on his gender and because of the based on his gender and because of the ethnocentric staffing policies.ethnocentric staffing policies.

Challenges to Global leadership Challenges to Global leadership (Brazil)(Brazil)

Incorporate, utilize and introduce managerial tools Incorporate, utilize and introduce managerial tools considered as world classconsidered as world class

Know how to deal with clients, partners, competitors Know how to deal with clients, partners, competitors and suppliers of various nationalities, from different and suppliers of various nationalities, from different cultures and having different interestscultures and having different interests

Administrate work as a business, producing and Administrate work as a business, producing and creating strategies, policies and specific directivescreating strategies, policies and specific directives

Perform a standard of leadership called Perform a standard of leadership called "transformational" or that which produces "transformational" or that which produces substantial changes not only in the job, but also in substantial changes not only in the job, but also in the resulting product of this job, and principally in the resulting product of this job, and principally in those people that execute the work. those people that execute the work.

Challenges to Global leadership Challenges to Global leadership (Sweden)(Sweden)

Glass ceiling: expatriate is male-Glass ceiling: expatriate is male-dominant businessdominant business

Stereotypes: women as caregiver or Stereotypes: women as caregiver or housewifehousewife

Coffee machine selectionCoffee machine selection Culturally tough locations or regions Culturally tough locations or regions

preclude female expatriatepreclude female expatriate Government quota enforcementGovernment quota enforcement

Critics of the existing HRM & IHRM Critics of the existing HRM & IHRM (Brazil)(Brazil)

Training programs aim for the creation Training programs aim for the creation of awareness and a change in people’s of awareness and a change in people’s behaviorbehavior• Problem: not proper use and incorporation Problem: not proper use and incorporation

of diversity and gender into the workforceof diversity and gender into the workforce Enforcement of laws protecting Human Enforcement of laws protecting Human

RightsRights• Problem: remaining strong prejudice and Problem: remaining strong prejudice and

racial discriminationracial discrimination

Critics of the existing HRM & IHRMCritics of the existing HRM & IHRM(Brazil)(Brazil)

One of the leading South American One of the leading South American countries with anti-glass ceiling for countries with anti-glass ceiling for womenwomen• Problem: there’s still a strong inferior Problem: there’s still a strong inferior

mentality against female workermentality against female worker Brazil is an expatriate friendly countryBrazil is an expatriate friendly country

• Problem: lack of technological education Problem: lack of technological education and foreign language skills creates an and foreign language skills creates an uncomfortable environmentuncomfortable environment

This data This data suggests a suggests a

peculiar pattern peculiar pattern of social of social

mobility for mobility for women in women in

Brazil.Brazil.

http://www.schwartzman.org.br/simon/carnegie/capt3.htm

Comparisons by Gender

Critics of Sweden’s Existing HRMCritics of Sweden’s Existing HRM

Government encourages firms to Government encourages firms to employ more women employ more women • Problem: made the gender gap even Problem: made the gender gap even

wider in top-level management wider in top-level management

Stereotypes of women Stereotypes of women • Problem: difficult for women to move or Problem: difficult for women to move or

be placed in higher level positions -be placed in higher level positions -firms tend to hire women in lower level firms tend to hire women in lower level positions positions

Critics of Sweden’s Existing HRMCritics of Sweden’s Existing HRM

Set quota on more equal gender ratio Set quota on more equal gender ratio in management positionsin management positions• Problem: not hiring the most qualified Problem: not hiring the most qualified

candidate for the right job candidate for the right job

Mandated parental leave Mandated parental leave • Problem: Only women take up PL -Problem: Only women take up PL -

firms are unsupportivefirms are unsupportive

Critics of Sweden’s existing IHRMCritics of Sweden’s existing IHRM

Expatriates not prepared to work on Expatriates not prepared to work on international assignments international assignments • Problem: language barrier leads to Problem: language barrier leads to

difficulties assimilating with HCNdifficulties assimilating with HCN

Low selection rate for female Low selection rate for female expatriatesexpatriates• Problem: limits the firms to have a Problem: limits the firms to have a

competitive advantage, and again not competitive advantage, and again not hiring the right person for the right job hiring the right person for the right job

Critics of Sweden’s existing IHRMCritics of Sweden’s existing IHRM

Recommendations For BrazilRecommendations For Brazil Improvements through a better knowledge Improvements through a better knowledge

of international operationsof international operations Expand the network of expatriation and Expand the network of expatriation and

repatriation processesrepatriation processes Information exchange processes and Information exchange processes and

technological advancementstechnological advancements Assure balance among expatriates and Assure balance among expatriates and

local work force regarding cross-cultural local work force regarding cross-cultural and gender issuesand gender issues

Improvement of training programsImprovement of training programs Work towards enforcement of international Work towards enforcement of international

laws regarding human rights laws regarding human rights

Recommendations For SwedenRecommendations For Sweden

Examine the organizational cultureExamine the organizational culture Change corporate culture to be more Change corporate culture to be more

supportive towards women for supportive towards women for management positions – Govt. can give management positions – Govt. can give incentives to speed up processincentives to speed up process

Encourage men to “take up” parental leaveEncourage men to “take up” parental leave Develop diversity and support programsDevelop diversity and support programs Measure the change to the development Measure the change to the development

ConclusionConclusion In a heterogeneous society, like Brazil, with great In a heterogeneous society, like Brazil, with great

social inequalities, the theme of gender issues social inequalities, the theme of gender issues assumes great importance.assumes great importance.

In contrast, Sweden’s gender inequalities are not In contrast, Sweden’s gender inequalities are not as “great,” but the country is still comparatively as “great,” but the country is still comparatively more driven towards total gender equality with an more driven towards total gender equality with an emphasis on using legislative action.emphasis on using legislative action.

The only way to approach this subject is to focus The only way to approach this subject is to focus on the company competitiveness and show how a on the company competitiveness and show how a policy of managing cultural diversity and gender policy of managing cultural diversity and gender issues can bring out or develop new competences issues can bring out or develop new competences that add value to the company.that add value to the company.

Thank you! Thank you! Questions?Questions?