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Capital city Brasilia

Capital city Brasilia Language Portuguese Population approx. 187 million (62% under age of 29) Climate mostly tropical, but temperate in south

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Capital city Brasilia

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  1. Capital city Brasilia Language Portuguese Population approx. 187 million (62% under age of 29) Climate mostly tropical, but temperate in south (average temperature 22-27°C) Religion Roman Catholicism Government Federative Republic Economy largest in South America, 7th largest in the world http://www.brazil.org.uk/, http://www.suapesquisa.com/clima http://www.economist.com

  2. Cultural differences GERMANY BRAZIL Relaxed and flexible approach to time Arrival to dinner should be at least 30 min later Face to face communication preferred Small lies told to avoid confrontation, not to hurt anyone`s feelings (coded and diplomatic culture) Being culture • Polychromic culture • When invited for dinner arrive on time • Written communication is favored • Honest, rational, say what they think (literal and direct culture) • Doing culture http://www.worldbusinessculture.com, http://www.kwintessential.co.uk

  3. Hofstede`s Dimensions Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)

  4. Uncertainty (UAI) • GERMANY (65%) • Belief in experts and their knowledge • Technical skills and strong and clear leadership required • Methodical approach with clear indentified goals • Considerable amount of preparation and in depth planning (meetings, schedule, etc to avoid ambiguity) • Lots of rules and regulations • BRAZIL (76%) • Highly structured • “Custo Brazil” – real cost of business (legal & bureaucratic complications, etc) • Law, rules, regulations and religion used to avoid uncertainty http://www.worldbusinessculture.com, Hofstede, G, (2002) "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M,

  5. Power distance (PDI) • GERMANY (38%) • Decentralized and flatter organizational structure (functional structure) • Equal qualifications • Exercise of power is more flexible • Strong respect for authority (formal relationships, even in public) • BRAZIL (69%) • Very hierarchical, decisions made at most senior levels • Clear instructions are necessary if task to be performed fully • Lot of internal politics • Understanding of the corporate power structure is important • Relationships and personality come before business http://www.worldbusinessculture.com

  6. Individualism/Collectivism (IND) • GERMANY (67%) • Competence over seniority • Free market economy encourages individualistic tendencies • Status and position is based on individual achievements • Business and family life is separate • BRAZIL (38%) • Seniority over competence • Publicly own companies encourage collective culture • Loyalty and trust over individual needs (relationships orientated) • Importance of family (also evident in business culture) Adapted from Malinak (2007) from http://www.communicaid.acom, http://www.worlbusinessculture.com

  7. Masculinity (MAS) • GERMANY (68%) • Professional goals are more important than personal • Assertive, tough, competitive and focused on material success • Work balance is of low importance • Gender quality • Emotion is seen as weakness • BRAZIL 38%) • More caring for others, less self centered • More emphasis on work balance (quality of life) • Traditional values (dominance of men in workplace, although business women are treated fairly) • Very tactile and emotive culture http://www.kwintessential.co.uk

  8. Brazil • DO`S • time spent on building relationships is never wasted • Pay attention to your appearance • Do your homework (“custo brazil) • Use local legal expertise • Manage • Learn language • Make sure you deal with decision maker • Be yourself, be honest • DON`TS • Show feeling of frustration or impatience • Publicly criticize your Brazilian counterparts • Worry if agendas at meetings are not followed • Change your negotiating team • Rely on emails to give information • Be detached • Avoid the use of humor in business situations • Speak Spanish Adapted from Malinak (2007) from http://www.communicaid.acom, http://www.worlbusinessculture.com

  9. Hofstede, G, (2002) "Difference and danger: cultural profiles of nations and limits to tolerance" from Albrecht, M, International HRM : managing diversity in the workplace pp.9-23, 658.3008/ALB: • Blackwell Publishers • Adapted from: CIA World Factbook 2007, Author: Cora Malinak, M.A. Intercultural Communication from http://www.communicaid.com • http://www.kwintessential.co.uk • http://www.worldbusinessculture.com • http://www.brazil.org.uk/, • http://www.suapesquisa.com/clima • http://www.economist.com • http://everyculture.com • Adler, N., 2002. How do cultural differences affect organisations?” from Adler, N., International dimensions of organizational behaviour pp 45-72. Available from: • Cole, T., 2011. German Blue chips agree compromise on gender quotas. Available from the Mail on Sunday Financial Mail women’s forum. Available from: http://www.fmwf.com/media-type/news/2011/04/german-blue-chips-agree-compromise-on-gender-quotas/ [Accessed 18.4.11].

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