Capital city Brasilia

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

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

3. Cultural Differences • GERMANY • Polychromic culture • When invited for dinner arrive on time • Written communication is favoured • Honest, rational, say what they think (literal and direct culture) • Doing culture • BRAZIL • Relaxed and flexible approach to time • Arrival at 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 http://www.worldbusinessculture.com, http://www.kwintessential.co.uk

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.com, http://www.worlbusinessculture.com

9. Adler, N., 2002. “How do cultural differences affect organisations? “ from Alder, N., International dimensions of organizational behaviour, Thomson South Western, pp 45-72. Available from: http://site.ebrary.com/lib/bournemouth [Accessed March 2011]. • ITIM International. 2009. GeertHofstede Cultural Dimensions. Available from: http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011]. • Kwintessential. Brazilian society & culture. Available from: http://www.kwintessential.co.uk [Accessed April 2011] • Suapesqusa. 2008. Clima do Brasil. Available from: http://www.suapesquisa.com/clima [Accessed April 2011] • Cole, T., 2011. German Blue Chips agree compromise on gender quotas. Mail on Sunday Financial Mail Women’s Forum. 5 April. Available from: http://www.fmwf.com/media-type/news/2011/04/german-blue-chips-agree-compromise-on-gender-quotas/ [Accessed 18.4.11]. • Emassy of Brazil in London. 2011. Economy and Trade. Available from: http://www.brazil.org.uk/ [Accessed March 2011] • Hofstede, G. 1991. Cultures and organisations: Software of the mind. London : McGraw Hill. • 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

10. Luthans, F., and Doh, J, P., 2009. International Management – culture, strategy, and behaviour. 7th ed. New York : McGraw Hill • ITIM International. 2009. GeertHofstede Cultural Dimensions. Available from: http://www.geert-hofstede.com/hofstede_germany.shtml [Accessed March 2011]. • Kwintessential. Brazilian society & culture. Available from: http://www.kwintessential.co.uk [Accessed April 2011] • Malinak, C., 2007. M A. Intercultural Communication. CIA World Factbook. Available from: http://www.communicaid.com [Accessed April 2011] • Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Brazil.html [Accessed March 2011]. • Worldbusinessculture. Doing business in Germany. Available from: http://www.worldbusinessculture.com/Business-in-Germany.html [Accessed March 2011].