TEAM DIABLOLatin American Dancing Camile Taper Federica Memola Nives Zver
Team Diablo• Dancing organisation based in Molinella, Italy• Insitutionalised organisation with more than 5000 members• Membership: paying fees, preparations, access to private lessons with specific coaches• Couples dance for their dance club, but broadly are members of Team Diablo
Managerial StrategyMain goals:• TO RECRUIT foreign juniors and youth• TO ORGANIZE as much preparations as possible; earn money• TO CREATE as much world champions as possible (by bribing judges)• TO INFORCE their style of dancing (appealing for the crowd; lack of technique) worldwide
Managerial Strategy - Marketing• Good marketing; promising help with finding a suitable dance par tner, job prospect, dance education• Promoting on international competitions thourgh adver tising (billboards, flyers)• Only few top couples reach Diablos goals (the rest of it is paying for that)• Appealing for the crowd; speed and attractive figures
Managerial Strategy - Financials• Gaining good results by bribing judges• Organising preparations; 1500€ (normal price: max. 400€)• Coaching couples for a double price (150€ instead max. 60€)• Active in politics; good social networks• Popular among youth, who idealise them and prepared to pay to be „the same“
Diablos Difficult Situation• World Champion 2011; Russian couple (Italian couple 2nd)• World Champion 2012; Italian couple (Russian couple 2nd)• They have managed to get a suitable judging panel for year 2012; through good networking in politics, corruption and bribing the judges
Future Predictions• To inforce their style of dancing (creating a show, lack of technique)• To get as much judges as possible on their side• To take over the existing system• To expand their organisation worldwide• + Promoting dancing worldwide
LeadershipAutocratic• Power in the hands of minority• Monopoly over dancers• Decision-making by leaders• Doesnt allow development of future leaders• Dancers must obey otherwise they are out
Hofstede’s CulturalDimensions1) PDI – Power Distance Index•) In Russia – where the score for this index is 93/120 77.5%, there is a significant power distance between the “rich” and the “poor”, the “powerful and important” and the more “insignificant”. This indicates the importance of “status symbols”, and the acceptance of power distance, which is obvious between boss and employee.
Hofstede’s CulturalDimensionsPDI – Power Distance Index• In Italy – where the score for the index is 50/120 45.8%, Italy sits in the middle; they accept that hierarchy should be respected, and believe that inequalities are tolerable. Age is also an important factor in Italy, this is where the respect or hierarchy ties in – elders should be respected because they have more experience and are hierarchically unequal. Here again, status symbols are important, especially for communication – an italien shows respect by using “lei” instead of “tu”, which is like the French “vous” and “tu”.
Hofstede’s CulturalDimensionsIND - Individualism • Russians – who score 39/120 32.5% – are quite collectivist. They see themselves as a group, one big family, tight-knit. They value trust and authenticity in people and use these to communicate effectively and build relationships. Italians – who score 76/120 63.3% – are quite the opposite, they are a very individualistic culture, centred on “me” rather than “us”. Hofstede explains clearly that the route to happiness for the italiens is through personal development and fulfilment. But there is a clear distinction between the nor th of Italy and the South of Italy, where they have warmer attitudes
Hofstede’s CulturalDimensionsMAS - Masculinity • Russians, who score 36/120 30%, are thought to be more attached to the quality of life rather than to winning and achieving, with dominating values focused on caring for others and in the end, liking what you do. Italians, scoring 70/120 58.3%, have quite a masculine society; they are highly success oriented and driven. They value competition and always strive to win. This is then por trayed by big fancy cars and houses. Essentially, the highest place for competition is in the workplace.
Hofstede’s CulturalDimensionsUAI – Uncer tainty Avoidance Index • The Russians, who score 95/120 79.2%, are generally quite uncomfor table with unknowns, and feel threatened by ambiguous situations. As Hofstede explains, working in teams they like to have detailed planning and frequent debriefings. They value context and background information.
Hofstede’s CulturalDimensionsUAI – Uncer tainty Avoidance Index • The Italians, who score 75/120 62.5%, are also rather uncomfor table with unknowns and dislike ambiguous situations. In Italy, the combination of high masculinity and high uncer tainty avoidance makes life very difficult and stressful; this is why they enjoy frequent coffee breaks, and long lunches. They are also very passionate, and express it freely – both verbally in tone and pitch, and through body language!
Hofstede’s CulturalDimensionsLTO – Long Term Orietation • The Russians have no score on the Confucian Dynamism Cultural Dimension. This is due to the fact that G . Hofstede did not in fact have the required “material” or “test subjects” in order to analyse them in this perspective. • The Italians, who have a score of 34/120 28.3%, have a shor t-term orientation culture, who concentrates on quick results, and put a lot of impor tance on history.