Latin American Style of Management

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<p>PRATEEK JAIN ABDUL MANNAN</p> <p>NATIONSLatin American countries consists of nations like</p> <p>Mexico, Argentina, Brazil, Peru, Chile, Cuba, Bolivia, Ecuador, Honduras.Business styles are often the result of the values</p> <p>imbibed through various cultural values. These cultural values will determine the success and failure of a business organization.</p> <p>Many employees inMexico like to do their jobs in</p> <p>Work Practices in Latin America</p> <p>the presence of such religious images as the Virgin of Guadalupe.A research study demonstrated that values such</p> <p>as integrity, honesty and responsibility are most important to Latin American businessmen.The least important values are for Latin American</p> <p>managers were imagination, independence and politeness.</p> <p>The Company Is Like a FamilyLatin American business model is a hybrid of</p> <p>globalization and the regions historic traditions.The senior executive has the personal obligation to</p> <p>protect subordinates, and even take care of the personal needs of workers and their families.They believe in paternalistic leadership.</p> <p>The Company Is Like a FamilyLatin Americans value status within a</p> <p>hierarchy because it indicates social distance between the higher-up and his subordinates.Job titles and additional benefits also have a</p> <p>great significance because of the social status that they bring.</p> <p>The Company Is Like a FamilyLatin American companies try to eliminate the</p> <p>existing power distance between directors and subordinates by creating committees that symbolize the egalitarian spirit among all members of the organization.Latin American workers love to be in</p> <p>relationships and they avoid conflicts at the workplace. This is prime positive aspect of Latin American management style.</p> <p>Collective SpiritThere is the importance of personal</p> <p>relationships. Latin Americans expect to be treated with courtesy and kindness while at work.Executives know that the survival of their</p> <p>organizations depends more on social and governmental relationships than on any support they get from the countrys financial system.</p> <p>Collective SpiritPopular celebrations play a major role in the</p> <p>workplace, including religious behavior, as noted earlier.Latin American people have sense of loyalty</p> <p>towards the primary group. .</p> <p>The Importance of Social StatusSocial relationships and physical appearance</p> <p>can explain the cultural content of the glass ceiling in Latin American companies.In Chilean companies, executive selection and</p> <p>promotion generally reflect physical appearance, age and sex, in addition to social contacts, birthplace and other factors.</p> <p>The Importance of Social StatusThe family is equally important when</p> <p>promotion is involved.Employees generally put the well-being of</p> <p>their families ahead of their professional careers, especially Latin American women.Latin American corporate training and</p> <p>development divisions suffer significant internal conflict when it comes time to provide more advanced business training.</p> <p>The Importance of Social StatusIn Mexico, work is considered an obligation</p> <p>and way to enjoy the important things in life, including family. If Mexicans had a choice, they would not work.They recognize the loyalty of workers, they</p> <p>organize ceremonies to honor the seniority.Color of skin affects not only social status but</p> <p>also helps in getting job or promotion.</p> <p>Subcontracting and Geographical MobilityAccording to the study, Latin American culture</p> <p>tends to favor the development of teamwork.Employees value social relationships based on</p> <p>personal communication and empathy, concepts that are essential to teamwork.It is not easy to make this work, because power</p> <p>sharing and decentralization run against the grain of such Latin American cultural values as centralization and organizational hierarchy.</p> <p>Teamwork, Subcontracting and Geographical MobilitySharing responsibility for decision-making has</p> <p>other advantages. It allows companies to resolve conflicts and confrontations.Latin Americans traditionally accept the sort</p> <p>of manager who acts as a mediator between parties in a conflict. That style may well be necessary, given the dynamics involved when working in groups,</p> <p>Subcontracting and Geographical MobilityModern approaches to organizing work may</p> <p>wind up failing in Latin America because of historic rivalries between management and labor during the regions industrialization process.Foreign investmentthreatenslocal employment.</p> <p>Whenever that happens, Latin Americas sense of nationalism surges, along with its sense of unity that provokes the desire to manufacture higher-quality products and use technology more efficiently</p> <p>Teamwork, Subcontracting and Geographical MobilityLatin American executives push for their</p> <p>companies to expand beyond borders, and they take responsible positions outside their homelands. However, most executives prefer to stay close to their nuclear families.A senior executive of Coca Cola Amrica</p> <p>Latina explained, Because of personality and culture, Latin Americans generally lack the flexibility they need.</p> <p>Subcontracting and Geographical MobilityIn the United States, families get together</p> <p>only once a year, at Thanksgiving. In Mexico and Brazil, families see each other every Sunday.Communication within a typical Latin</p> <p>American organization has a hierarchical and vertical structure in which information generally flows from above, down to the bottom, says the study. Managers impose those barriers.</p> <p>THANKS FOR LISTENING</p>