Integrated Property Management – Final Paper
Elizabeth Marko
MGMT 630-9040

Turnit.com Originality Score = 20%
Introduction to Integrated Property Management (IPM) Integrated Property Management (IPM) provides comprehensive software for governments to manage their land. IPM’s software suite includes GIS, land registry, land records management, property appraisal, and property valuation. IPM targets developing countries with no land system software package or a minimal land system software package. The IMP Board of Directors thinks it is necessary to open offices in the locations where they are targeting the software. The next office location will be in La Paz, Bolivia, South America.
Introduction to Bolivia, South America According to InfoPlease, Bolivia, South America was under Spanish rule from the 16th Century until they won their independence on August, 6, 1825. Since then, Bolivia has had more than 190 revolutions and coups. The most recent coup was in 1982. In 2006, President Morales carried out two of his three major initiatives –nationalizing Bolivia’s energy industry and rewriting the constitution. The new constitution was adopted in January 2009, granting indigenous people more rights and allowing the president to run for a second five-year term. Morales’ third initiative is legalizing the growing of coca. Morales’ controversial coca policy, his plans to limit foreign investment, and his close ties with leftist governments of Venezuela and Cuba are a worry to the United States. Morales has referred to himself as the “United States’ biggest nightmare”. On September 10, 2008, President Morales ordered Philip Goldberg, the U.S. ambassador to Bolivia, to leave the country. Morales accused Goldberg of “conspiring against democracy” and encouraging rebel groups who were protesting in eastern Bolivia. November 2008 saw a further deterioration of relations between Bolivia and the United States. The U.S. suspended duty-free access for Bolivian exports and President Morales suspended U.S. Drug Enforcement Administration operations, accusing its agents of espionage. The Central Intelligence Agency’s World Factbook states that Bolivia is about 6,940 square kilometers (4,312 square miles) and there are 10.4 million people living in Bolivia, about 835,000 of the people live in La Paz. Bolivian’s are 30% Quechua, 30% mestizo (mixed white and Amerindian ancestry), 25% Aymara, and 15% white. Among Latin American countries, Bolivia ranks at or near the bottom of areas like poverty, education, fertility, malnutrition, morality, and life expectancy. Inequality of income is the highest in Bolivia among other Latin American countries and one of the highest in the world. The inequality of the education system is also one of the highest in Latin America, especially among girls, and indigenous and rural children. Even so, the majority of the population over age 15 (86.7%) can read and write.
Bolivia is historically a Democratic Republic; however, Bolivia’s new constitution defines them as a Social Unitarian State. Bolivia is a developing country and over half of its people are in poverty. Bolivia’s main economic areas are agriculture, forestry, fishing, mining, and manufacturing goods such as textiles, clothing, refined metals, and refined petroleum. Bolivia’s GDP per capita is $5,000, which is 124th in the world, compared to the United States, which is 12th. Bolivia is one of the poorest and least developed countries in Latin America. Bolivia’s main language is Spanish, although Guarani, Aymara, Quechua are also common. The new constitution, passed in January 2009, recognizes 37 official languages. Bolivian’s are overwhelmingly Roman Catholic (95% of the population) and they consider their family the main part of their life. Family in Bolivia is the center of life. Families are very close and often many generations live together in one house, especially in rural areas. Strong family ties create a support and network system that helps guide Bolivian’s through life. Roles are very traditional and machismo surrounds the men. Machismo often leads to the men providing for the family and women being responsible for caring for the house and children. Men can feel superior to women and have a strong sense of honor. Men will maintain face and dignity at all costs. According to Koch (2006), marriage “defines the identity and roles of men and women.” Unmarried people are considered as in process of becoming the full person who is realized upon marriage. And often, married men cannot hold administrative or political positions. Because family social life is so important, Bolivian’s do not discuss work at social events. Instead they focus on building relationships. Relationships and gender roles are very traditional. Business dealings should not severely challenge these roles. Bolivian culture involves many religious festivals, expressing rituals and dances, including Carnival in March and the June Solstice. Bolivians are defined by a number of different ethnic groups, which, over time, has turned into a class system. A small group of whites at the top, followed by a group of mixed white/indigenous Indians, a majority of native Indians (Quechua or Aymara), and a small group of blacks, who descended from slaves during Spanish rule. The white minority is at the top of the social class, though not because of their skin color. This is mostly due to socioeconomic factors, such as income, education, and occupation.
Business in Bolivia
Business in Bolivia is conducted in a collective manner, while business in the United States is individualistic. Adler (2008) states that collectivism focuses on close social relationships, such as relatives, clans, and organizations. Collectivists have common group-focused goals. Contrarily, individualism focuses on the individual goals and commitments. Social relationships are not as close and people take care of themselves and immediate family before their group. Another stark difference between Bolivia and the United States is the cultural dimension of power distance. Power distance, as described by Adler (2008), “reflects the extent to which less powerful members of organizations accept an unequal distribution of power.” Bolivia has a high power distance, meaning employees will believe the boss is right because he is the boss. Conversely, the United States has a low power distance, meaning employees believe the boss is right because she is actually right.
In collective, high power distance countries, like Bolivia, employees must work through their boss in a vertical hierarchy. Bypassing the boss is considered insubordination. When conducting business in Bolivia, IPM must recognize the differences in individual versus collective goals, as well as high versus low power distances. Managers at IPM will need to organize the business with a defined vertical hierarchy. Daft (2008) explains that the vertical structure will provide a chain of command that employees can use to conduct business. Rules and procedures must be written explicitly so employees understand what they are required to do. IPM needs to understand the need to work through the rules and their immediate supervisor, even though in the United States this is considered to be counterproductive. Adler (2008) points out that titles, status, and formality is not as important in low power distance countries, like the United States, but are expected in high power distance countries, like Bolivia. When conducting business with another company in Bolivia, representatives with the same or higher titles and positions should always attend any meetings.
Masuda (2012) noted her research indicated “that managers in individualistic (i.e. Anglo) countries were generally more likely to report working in companies that offer flextime, compressed working week, part-time work, and telecommuting compared with managers in collectivistic (i.e. Asian and Latin American) countries.” IPM must consider that, while in the United States flexible scheduling is a must, in Bolivia flexible scheduling is not a major concern. In Bolivia, companies need to consider relationships first. Relationships are very important to Bolivian’s and they expect to learn personal details during an initial meeting to build trust.
Business practices in Bolivia are relationship-oriented and meeting people for the first time is a formal affair. A handshake and direct eye-contact are the most common forms of greeting and leaving a meeting. It is best to wait for a woman to extend her hand first. People with a more informal relationship greet each other warmly and embrace or pat each other on the shoulder. Women typically kiss on the cheek. Initial business meetings will begin by getting to know each other. Do not rush this process as this is an important part of the Bolivian’s relationship-oriented business practice. Wait for the other party to change the topic from personal to business. At that point, it is acceptable to talk about business, but not before.
Another cultural difference that IPM must consider is names and formality. Bolivians take both their mother’s and their father’s last names (surnames). The father’s surname is listed first and is the name used conversationally. For example, Yessi Massiel Sandoval Baldivieso would be addressed as Senora Sandoval. But in greeting for business, always use the person’s title if you know it. For example, Engineer Sandoval or Ingeniero Sandoval. Bolivian’s are formal when they are conducting business, so maintain professional throughout the business.
Business cards are typically exchanged during the first meeting. Since Spanish is the official language of Bolivia, having your business card translated on the reverse side is a must. Also, consider bringing a translator if you do not speak Spanish fluently. Academic qualifications are typically listed on business cards, so be sure to include those qualifications as well. This helps place you in a hierarchy that the Bolivians are accustomed to.
In Bolivia, meetings are relaxed in structure but there is always a sense of formality. During business meetings, maintain the formality that is expected. Formality and machismo dictate that you not be overly direct in your communication style, especially when saying something that can be preserved as negative. Be as diplomatic as possible, so the other party does not lose face or dignity. Maintaining dignity is most important. Typically, meetings are not for decision-making, but are instead for exchanging and discussing ideas. Do not pressure anyone to make a decision during the meeting.
Meetings in Bolivia typically have an agenda, though it is not strictly followed. The agenda is merely a guideline and the topic may shift to other related business. Time guidelines are not usually followed, as Bolivian’s believe that successfully completing the meeting is more important than staying on a time schedule. Do not try to hurry the meeting along in order to conclude at the specified time. The meeting will finish when the business is done.
Conclusion
Bolivia is an up and coming, developing country. There have been many changes in power and protests against change. Bolivia ranks at or near the bottom of the Latin American countries in many areas, like education, poverty, and health. When initiating new businesses in Bolivia, IPM must remember the economy, political instability, as well as the President’s stance on the United States. Bolivian business is conducted in a collective, high power distance manner. Business dealings must be focused on the social relationships, not individual success. IPM management must form a strict vertical hierarchy so the distribution of power is clearly defined. Formality must also be considered in all business encounters. Bolivians expect a certain level of respect and formality when meeting and when conducting business. Bolivian’s rarely make decisions during meeting, so be prepared to wait for answers. Spanish is the official language, so be sure to have a translator, and have documents and business cards translated.

References
Adler, Nancy J. (2008, 2002). International Dimensions of Organizational Behavior Fifth
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Daft, Richard L. (2013, 2010). Organization Theory & Design (11th ed.). Canada: South-Western
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Koch, J. (2006). Collectivism or Isolation? Gender Relations in Urban La Paz, Bolivia. Bulletin
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Masuda, A. (2012). Flexible Work Arrangements Availability and their Relationship with Work- to-Family Conflict, Job Satisfaction, and Turnover Intentions: A Comparison of Three
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