Online

Ready-to-go cross-cultural training courses accessible via our LMS.

Skills

Training focused on skill-based competencies around working cross-culturally.

Countries

Cultural awareness training on doing business in or with specific countries.

Webinars

Bespoke webinars on any topic, when you want, how you want.

Cross Cultural Management Guide - Bolivia

 

What will you Learn in this Guide?

In this guide, expatriate managers will gain an understanding of a number of key cross cultural areas when working in Bolivia:

  • Hierarchy
  • Leadership style
  • Time and scheduling 
  • Communication style and; 
  • Negotiation style 

 

Gain an Expert Understanding:

Once you've read this guide, ensure the success of your Bolivian business venture by: 

  • Taking part in a two hour live webinar, customised to meet your unique needs, with one of our Bolivia country and culture training experts or;
  • Contacting us in respect to our Bolivia consultancy services. 

 

Being a Manager in Bolivia

The business set up in Bolivia is very formal and cross cultural management will be more successful if you bear in mind the importance of being courteous at all times:

  • Treat those in positions of authority with particular respect and deference. It is better to err on the side of being overly formal rather than jeopardize a business relationship by being too informal and appearing flippant.
  • Spend time cultivating relationships and maintaining them once they are formed. This is a country where "who you know" is often more important than "what you know". Interpersonal relationships ("personalismo"), including loyalty to family and friends, are the linchpin of successful business interactions.

 

The Role of a Manager

Cross cultural communication will be more effective when managing in Bolivia, if you keep it in mind that each person has a very distinct role within the organization:

  • People believe that their supervisors have been chosen because they have more experience than those they manage, and it is, therefore, unnecessary, and even inappropriate for them to consult with lower-ranking individuals when decision-making.
  • In Bolivia, as in other hierarchical societies, managers may take a somewhat paternalistic attitude to their employees. They may demonstrate a concern for employees that goes beyond the workplace and strictly professional concerns. This may include involvement in their family, housing, health, and other practical life issues.

 

Approach to Change

Bolivia’s intercultural adaptability and readiness for change is apparent although changes are still made slowly, requiring a considerable amount of thought, planning and evaluation. How does this impact the workplace?

  • It would be perceived as imprudent to introduce rapid change, and yet it would be recognized as poor management to resist change unnecessarily.
  • Cross cultural sensitivity is important with Bolivia’s attitude toward risk dramatically impacted by the negative ramifications of failure on both the individual and the group.

 

Approach to Time and Priorities

Deadlines and timescales are fluid in BoliviaAs such:

  • Patience will play an essential part in successful cross cultural management.
  • While timescales and deadlines need to be set well in advance and reiterated carefully, it should be understood that these will be viewed as flexible.
  • Global and intercultural expansion means that some managers may have a greater appreciation of the need to enforce timescales and as such, agreed deadlines are more likely to be met.

 

Decision Making

Decisions are reached at the top of the company, often after seeking input from all the stakeholders. This impacts the Bolivian workplace in a number of ways, mainly that:

  • Since Bolivians believe business should be "win-win" scenarios, they attempt to find solutions that are in the best interest of all concerned.
  • Managers are more autocratic than in many other countries. They tell subordinates what they want done and how they expect them to perform the task. Subordinates follow a manager’s instructions without comment, as it would be rude to challenge someone of a higher status.

 

Boss or Team Player?

If you are working with people from Bolivia an intercultural understanding of the importance that hierarchy plays is needed:

  • Traditionally, the supervisor is seen to hold that position because of superior knowledge and skills. It would traditionally have been unthinkable for someone of a higher position to collaborate with someone from a lower status.
  • This is changing somewhat in younger generations, particularly those employed by multinational corporations.

 

Communication and Negotiation Styles

  • Personal relationships are important to Bolivians. They prefer to deal with those they trust; therefore they spend time developing relationships. It may take several visits to accomplish a simple task.
  • Bolivians are skilled negotiators and drive hard bargains. Bolivians negotiate with people, not companies. Therefore it’s important not to change your team during negotiations, or you may have to start the process over.
  • Deadlines are not seen as important and contracts are negotiated in stages. Agreements may be reversed until the final contract is signed. Cross cultural patience is going to be a necessary pre-requisite during the negotiating stages.

License Our Management Guides

Did you know that you can upload all our Management Guides onto your company intranet?

Connect your expatriate and international business staff with customised country information at the touch of a button.

Click here for more information.