2. 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
3. Managerial Strategy
Main 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
4. 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 Diablo's goals
(the rest of it is paying for that)
• Appealing for the crowd; speed and
attractive figures
5. 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“
6. Diablo's 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
7. 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
8. Leadership
Autocratic
• Power in the hands of minority
• Monopoly over dancers
• Decision-making by leaders
• Doesn't allow development of future
leaders
• Dancers must obey otherwise they are
out
11. Hofstede’s Cultural
Dimensions
1) 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.
12. Hofstede’s Cultural
Dimensions
PDI – 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”.
13. Hofstede’s Cultural
Dimensions
IND - 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
14. Hofstede’s Cultural
Dimensions
MAS - 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.
15. Hofstede’s Cultural
Dimensions
UAI – 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.
16. Hofstede’s Cultural
Dimensions
UAI – 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!
17. Hofstede’s Cultural
Dimensions
LTO – 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.
