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
Cultural differences
GERMANY
BRAZIL
•
Polychromic culture
•
Relaxed and flexible approach to time
•
When invited for dinner arrive on time
•
Arrival to dinner should be at least 30
•
Written communication is favored
•
Honest, rational, say what they think
•
Face to face communication preferred
(literal and direct culture)
•
Small lies told to avoid confrontation,
•
min later
not to hurt anyone`s feelings (coded
Doing culture
and diplomatic culture)
•
Being culture
http://www.worldbusinessculture.com,
http://www.kwintessential.co.uk
Hofstede`s Dimensions
80
76
69
65
68
67
38
38
60
38
40
20
0
UAI
PDI
Brazil
Germany
IND
MAS
Adapted from Hofstede &
Hofstede (2005) from Luthans &
Don (2009)
Uncertainty (UAI)
•
GERMANY (65%)
•
BRAZIL (76%)
•
Belief in experts and their
•
Highly structured
•
“Custo Brazil” – real cost of business
knowledge
•
Technical skills and strong and clear
(legal & bureaucratic complications,
leadership required
•
etc)
Methodical approach with clear
•
indentified goals
•
Law, rules, regulations and religion
used to avoid uncertainty
Considerable amount of preparation
and in depth planning (meetings,
schedule, etc to avoid ambiguity)
•
Lots of rules and regulations
http://www.worldbusinessculture.com, Hofstede, G,
(2002) "Difference and danger: cultural profiles of nations
and limits to tolerance" from Albrecht, M,
Power distance (PDI)
•
GERMANY (38%)
•
BRAZIL (69%)
•
Decentralized and flatter
•
Very hierarchical, decisions made at
most senior levels
organizational structure (functional
structure)
•
Clear instructions are necessary if task
to be performed fully
•
Equal qualifications
•
Exercise of power is more flexible
•
Lot of internal politics
•
Strong respect for authority (formal
•
Understanding of the corporate power
structure is important
relationships, even in public)
•
Relationships and personality come
before business
http://www.worldbusinessculture.com
Individualism/Collectivism (IND)
•
GERMANY (67%)
•
BRAZIL (38%)
•
Competence over seniority
•
Seniority over competence
•
Free market economy encourages
•
Publicly own companies encourage
individualistic tendencies
•
Status and position is based on
collective culture
•
individual achievements
•
Business and family life is separate
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
Masculinity (MAS)
•
GERMANY (68%)
•
BRAZIL 38%)
•
Professional goals are more important
•
More caring for others, less self
than personal
•
Assertive, tough, competitive and
centered
•
focused on material success
More emphasis on work balance
(quality of life)
•
Work balance is of low importance
•
•
Gender quality
in workplace, although business
•
Emotion is seen as weakness
women are treated fairly)
•
Traditional values (dominance of men
Very tactile and emotive culture
http://www.kwintessential.co.uk
Brazil
•
DO`S
•
DON`TS
•
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
•
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
•
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•
•
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•
•
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Adapted from Malinak (2007) from
http://www.communicaid.acom,
http://www.worlbusinessculture.com
•
•
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