final project - managing people

1 | P a g e Organisational Culture and Cultural Influences upon Leadership

Perceptions and Cultural Diversity

Doing Business in Brazil under the context of Organisational Culture and Cultural Influences upon Leadership

Anfilofio Furnkranz

Managing People – MBA Online Program in Finance and Accountancy – University of Liverpool

April, 2010

Instructor’s name: Dr. Sarah Mollitt


Table of Contents

1) Part 1. Executive Summary…………………………………………………………………………………………………………………………………………………………………….…3

2) Part 2. Company Background……………………………………………………………………………………………………………………………………………………………………6

3) Part 3. Analysis of your Primary Research………………………………………………………………………………………………………………………………………………..7

Method Section………………………………………………………………………………………………………………………………………………………………………………………..7

Results Section…………………………………………………………………………………………………………………………………………………………………………………………8

Relation to Aspects of the Managing People Module Section…………………………………………………………………………………………………………………12

Brazilian Society Section…………………………………………………………………………………………………………………………………………………………………………14

4) Part 4. Recommendations to Management…………………………………………………………………………………………………………………………………………….16

5) Part 5. References………………………………………………………………………………………………………………………………………………………………………………….18

6) Part 6. Appendices………………………………………………………………………………………………………………………………………………………………………………….20

Questionnarie/Survey…………………………………………………………………………………………………………………………………………………………………………….20

Table of Results………………………………………………………………………………………………………………………………………………………………………………………22

Charts…………………………………………………………………………………………………………………………………………………………………………………………………….23


Part 1. Executive Summary

In a highly competitive market a company that wants to make and win overseas must have a management and leaders who understand

cultural diversity and the role of perceptions and attitudes within business life that shapes strategies and leadership in any company. Brazil is

one of the world's top ten economies in terms of nominal GDP, with new business ventures and increasing international investments, but for

anyone interesting in leading in Brazil they must have a comprehensive understanding of Brazilian social and business culture, a detailed

firsthand survey of perceptions and stereotypes about people, an in-depth knowledge of Brazilian society. As Vecchio states in his textbook (p.

354) “the increasing integration of the world economy has produced a growing demand for managers skilled in international business

practices.”

It is fortunately a time of economic expansion in Brazil and it is very appropriate for any company that want to set a “foot” there to understand

the “normal” organisational culture and cultural influences shaping corporate life in Brazil and taking the attitude of not assuming how

business life is or should be. Reading Vechhio (2006, p.354) for example the misinformation can be misleading. He states “conducting business

in Latin America takes time – few people rush into business.” He makes no distinction between Mexico, Colombia, Brazil, Argentina and Chile

and the conclusion can be disastrous if not correct. Further to that comment Vecchio makes endeavours (p. 354 – 355) touching subjects like

sex separation in social gatherings, non-punctuality, “machismo” to fatalism.

There are other points that shape organisational cultures and behavioural norms, much more than just simple statements on sex separation,

non-punctuality, “machismo” to fatalism and the conclusion reading Vecchio is that Brazilians do practice sex separation on business life,


follow a non-punctuality culture, are adept to “machismo” and have a fatalist attitude to life. All this can be further from the truth and any

company expanding overseas or in Brazil must take note of such assumptions, stereotypes and perceptions.

Organization culture and behavioural norms are can be shaped by business opportunities, economic infrastructure disposition, non-business

attractions, education prospects, Government “red tape”, consultancy opportunities, personal aspirations, traditions, customs, and business

practices. In turn a simple survey of employees that have worked in Brazil, business owners, CEO’s, and companies that have invested in Brazil,

showing real-life issues and problems to acclimatise, local organisational culture as whole from lunch breaks, corporate life, investment, social

life to networking, can give the company a better overview of how to approach the importance of recognising diversity as a conversion of

intellectual property to real value.

These aspects are clearly much more important overseas because small and simple actions a company does or their leaders encourage, with so

many cultural issues at play, can have a dramatic difference to organisation culture, affecting short-term and long-term goals. People have

aspects that transcend boundaries e.g. sex separation can be the same in Canada and in Brazil and in Europe but because there are different

connotations to the same problem, the perceptions are different, “machismo” in Brazil and equality in Europe.

This project is certainly only a small aspect in explaining how to coach leaders, executives on setting a framework to put high on the agenda

the needed empathy and respect for diversity, but the fundamental point is to understand that diversity challenges our understanding of who

we are, how we work and how to respect others.


Finally a cultural diversity leadership requires global experiences, cross-cultural dialogue, assertiveness, recognition of gender differentiation,

and other social dimensions like power distance and uncertainty avoidance. The aim is to focus on past, present and future short and long-

term horizons, taking in consideration the leadership effectiveness, traits and styles.

The idea was to contact professional people and identify their perception towards a few statements about Brazilian people and business life in

Brazil with a survey containing six questions. Two hundred emails were send out contacting professional people with profiles at LinkedIn, a

professional social networking website, mainly with only two exceptions (two people with no profile at LinkedIn). Fifty-two replies were

received. The questions required a “yes” or “no” answer to whether the interviewee had ever worked or are working at the moment in Brazil,

plus five statements about:

1) a few people rush into business

2) sex separation in the work place, e.g. gatherings etc

3) non-punctuality business culture

4) “machismo” (prominently or excessive masculinity, as an attitude, machismo ranges from a personal sense of virility to a more extreme

male chauvinism) culture in business life

5) fatalism (the view that we are powerless to do anything else rather than what we actually do) attitude to life


The majority of people, regardless of gender, if they have worked in Brazil or spent most of their careers there, agreed that not only a few

Brazilians do rush into business, that there is no sex separation in the work place, and that there is no fatalism. The contentious issues were

non-punctuality and “machismo”, e.g. with trends in opposite directions when gender and careers history of interviewees are taken in

consideration.

Part 2. Company Background

The company is a Group of Hotels – one of the top brand hotels in the world – interested in setting “foot” in Brazil, more particularly in the city

of Sao Paulo. As Sao Paulo becomes a leading destination for conventions and events in the Americas, the influx of visitors is enhancing

cultural offerings and tempting professional people to stay and participate in conventions. To offer this service the company needs to create its

operations there and understand the size, the vastness, the chaotic characteristics of the city, but mostly understand the people that work

there to hire talented individuals to conduct the business forward.

According to Rumsey (2009) Sao Paulo receives nearly 20 million people, “host 90,000 events and the number is growing fast”, events like the

International Film Festival, the 8th Sao Paulo International Archecture Biennal, the 3rd Ibero-American Psychogeriatric Conference, Brazil Design

Week and the 3rd World Congress on Sleep Medicine, all in single month in November 2009, and the company wants to capitalize on that.

As technology and communications infrastructure are growing fast. According to Ana Luiza Masagao Menezes, leader of the sales and

marketing board for Marriott in Brazil, there is a noticeable tendency of more economic and financial events in Marriott’s hotels as Sao Paulo


and Brazil emerge as financial hub in Latin America. With a total 42,000 rooms, the plan is to 50,000 rooms by 2014, notes Mr de Carvalho,

member of the Government, cited by Rumsey.

The adversities the company must take in consideration to invest further in Brazil is to recognize that company human resources have to

confront a series of extrinsic issues to go and work in the city, like traffic jams, flight schedules, air quality, hotels and conventions location,

and transport system. The company needs to look also where the government investments will be made to follow the line of development

offering their employees the chance to expend more hours at work instead at traffic jams. Therefore it is important to locate the company

near extensions on the metro and overground trains to minimize commuting times.

Therefore it is against this background that the company will massively use its resources to invest and to win in Brazil. But before the company

needs to look how the organizational culture and behavior norms shapes business life, therefore executives, the management, the leadership,

and the chosen person to lead the team need to get rid of any assumptions and perceptions and stereotypes to properly and effectively run a

business in this diverse environment.

Part 3. Analysis of your Primary Research

Method Section

The primary research was made of questionnaire/survey with six questions as below. There are 200 emails with the questionnaire/survey sent

out with 52 replies with answers. (See appendices for a copy of the questionnaire/survey)


The target audience was made of professional people with profile at a specific networking website, LinkedIn, which the author is a member of,

aiming at identifying stereotypes and how perception works, but mainly related to business attitudes, sex separation in social gatherings, non-

punctuality, “machismo” and fatalism, which a clear differential or group of people, the ones that have worked in Brazil and the ones that

never worked in Brazil.

Results Section

The survey has shown that 73% of the people that completed the questionnaires have worked in Brazil, and 27% have not. Of the total overall:

1) 34% said only a few people rush into business, 66% said no to the answer

2) 17% said there is sex separation in the work place, e.g. gatherings, 83% said there isn’t

3) 57% said there is a non-punctuality business culture, 43% said that was not the case

4) 43% there is a “machismo” (prominently or excessive masculinity, as an attitude, machismo ranges from a personal sense of virility to a

more extreme male chauvinism) culture in business life, 57% said there is no machismo

5) 21% there is a fatalism (the view that we are powerless to do anything else rather than what we actually do) attitude to life, but 79%

said no to the answer

In overall, the majority of the interviewees said that that people rush into business, there is no sex separation in the work place, e.g.

gatherings, there is a non-punctuality business culture, there is no “machismo” (prominently or excessive masculinity, as an attitude,

machismo ranges from a personal sense of virility to a more extreme male chauvinism) culture in business life, and there is a no fatalism (the


view that we are powerless to do anything else rather than what we actually do) attitude to life - people rush into business, no sex separation,

non-punctuality, no “machismo” and no fatalism.

There is though a strong favoritism for people rushing into business with 66% answer, no sex separation with 83% and no fatalism with 79%,

with a small difference on in favor of non-punctuality and no “machismo”.

Following the same pattern it would be interesting to know if the same overall result does change if you divide the groups in people that have

worked in Brazil or not, by gender and by apparent upbringing location (location where people spend most of their careers) – apparent

because it was not part of the questionnaire but it is something can be gathered by studying the careers history from the profiles of

interviewees at LinkedIn with few exceptions (to be precise two of the interviewees have no profile on LinkedIn).

The pattern repeats everywhere with a few exemptions, which I will devote my time to analyze later. Take for example three of the main

factors as above:

Gender - male








Gender - female







Worked in Brazil






Never worked in Brazil







Location where people spend most of their careers – Brazil






Location where people spend most of their careers – Overseas






The main differences on the results between groups are related to non-punctuality and “machismo”.

1) In overall 57% said there is a non-punctuality business culture, 43% said that was not the case. For the male gender was 50% non-

punctuality business culture, 50% against. For the female gender was 69% non-punctuality business culture, 31% against.


2) In overall 43% said there is a “machismo”, 57% said there is no machismo. For people that worked in Brazil 39% said yes and 61% said

no. For people that never worked in Brazil, the answers are on the opposite direction, 63% said yes and 38% said no.

3) Again “machismo” had different patterns for people that spent most of their careers in Brazil or not. On the first case 30% against 70%,

on the second case 63% against 37%.

The majority of people, regardless of gender, if they have worked in Brazil or not or spent most of their careers there or not, agreed that not

only a few Brazilians do rush into business, that there is no sex separation in the work place, and that there is no fatalism attitude to life e.g.

the view that we are powerless to do anything else rather than what we actually do) attitude to life.

The contentious issues are non-punctuality and “machismo”, e.g. prominently or excessive masculinity, as an attitude, machismo ranges from

a personal sense of virility to a more extreme male chauvinism culture in business life, with trends in opposite directions when gender and

careers history are taken in consideration.

Please see appendices for table of results and charts summarizing the answers at the end of this project.

Relation to Aspects of the Managing People Module Section

Assuming that most organizations present a passive-aggressive culture where pleasantness is the norm, the dangers of something very

damaging happening on a unknown territory is very real, e.g. intimation, scandals, misdeeds, which can be used to explain the need also to


avoid assuming attitudes when a manager is assigned to work overseas, therefore not assuming that it is common that only a few Brazilians do

rush into business, that there is sex separation in the work place, e.g. gatherings, and that there is fatalism attitude to life. An even more

cautious can be applied to non-punctuality and “machismo”. Values and social structure are intrinsic parts of the framework for analyzing

organizational culture, which renders the analysis of cultural attitudes to business ever more important.

Relating this back to Vecchio’s textbook, cross-cultural studies focus on exploring the “differences and similarities among members of different

cultures.” (p. 347) Therefore the main points or reasons underlying this research can be summarized as follow, always looking at the issues first

highlighted by Vecchio under Chapter 14 – Cultural Influences:

1) The inability of many to anticipated the effects of cultures or nationalities on management and leadership

2) Differently from other researches where there is a comparison between countries the present work was carried out to throw doubts to

common perceptions and stereotypes about business in Brazil as summarized by Vecchio in page 354 of his textbook

3) Conflicts and misunderstandings can occur when members of different nations do interact because of misconceptions

4) Clusters of countries studies do need to make a differentiation when a varied cultural diversity is observed amongst the countries in the

cluster e.g. between Argentina, Brazil, Mexico in Central and South America

5) The continuing stereotyping of people from countries with different cultural influences

6) The dimensions of cultural differences to masculinity versus femininity especially when the gender has a tremendous effect on how

they perceive themselves and others on simple matters as non-punctuality


Brazilian Society Section

Fatalism

A research carried out by Daphne Phillips about fatalism in the Brazilian State of Sao Paulo shows that fatalism is a behavior, “expressed

through inaction, based on the perceived inability of the individual or group to overcome social and economic deprivation.” Phillips says that

fatalism must affect the poor in some industrial countries and widely populations in developing countries. Against a background of mortality

the research focused on the mothers of infants in Northeastern Brazil. The fatalism attitude was found to be closely related to the lack of

strong socio cultural networks of support among the poor – the higher the support, the lower the fatalism attitude. That explains why the

majority of interviewees responded not to the question of fatalism, as there are people with a better socio-economic life who see themselves

as winners on the big game of career development and professionalism with strong networking activities and contacts.

Machismo and sex separation in the work place

Again proving the contentious results received on “machismo” Baldwin and DeSouza (2001) have identified in research that class, gender and

region play an important part on gender roles in Brazil, differently and similarly to other countries in Latin America, which differs from United

States and France, but with many similarities with the rest of the world. In conclusion the authors say that negatively “machismo” maintains


“the place of women in a world where men have all the advantages” as noted by Muraro, 1983, p.112, but it also supports the “empowerment

of women” by having the male enabling the other members of the household to have power, which the authors have identified as being

powerful in the private sphere. The question is not about the existence of power, but how the women can maintain these power bases “while

defining themselves and their future. This analysis explain the slightly preference to “no” as an answer for the question of “machismo”, e.g.

the recognition there is “machismo” but to a certain level very inefficient and the abundant “no” answer received to sex separation in the

work place.

Non-punctuality

The majority “yes” answer to the question related to non-punctuality was expected. Consider the brilliantly explanation given by Monica

Rector who mentions the fact that 15 minutes is not even considered non-punctuality for many in Brazil. The author states that “informal time

includes punctuality. U.S. citizens accustomed to punctuality respond negatively to the South-American pattern of non-punctuality. The reason

is that in the U.S. punctuality is a fixed value, whereas in South-American countries it is a displaced value. Life is not precise, so circumstances

are taken into account. To arrive fifteen minutes late is acceptable. In fact, it is not considered late, but just a displacement of the initial time.

Therefore, U.S. businessmen should not be upset if the date of a deadline is met a couple of days later. It is not a lack of efficiency; it is a

different time value. Americans will be pleased (or maybe not) to go to a party, where the invitation states the starting time, but not the

ending (it will finish whenever the last guest leaves). The relativity of time is responsible for quality in lifestyle, and a lot of the rigidness in U.S.

time is interpreted as pressure by other countries.” She continues stating that “latinos” tend to be polychromic, taking time oriented to

relationships and less on schedules.


A few people run into business

Recent research by Simeon Djankov, Yingyi Qian, Gérard Roland and Ekaterina Zhuravskaya cited by Tim Harford (2010) looks at entrepreneurs

in Brazil. In Brazil the research was towards entrepreneurs who employed at least six people. The result is another evidence to support the

answers given for the questionnaire. What matters for people going or running into business, which entrepreneurship is an example, is family

background. They concluding by saying “if you have entrepreneurs in your extended family, you are much more likely to become one yourself”

and not a attitude to life.

Part 4. Recommendations to Management

Mansour Javidan, dean of research at the Thunderbird School of Global Management and coauthor of the HBR article Making It Overseas, in a

podcast, through Idea Cast at Harvard Business Review, talks about overseas managers failing in their appointments to lead overseas. The

author says that the main reason is the notion to assume that the way they have been successful in their home market would have the same

benefic consequences in other countries. The natural tendency, the author concludes, is to follow the same style of leadership everywhere

regardless of countries where a global leader has been appointed - behaving in the same way as if he or she is working in the US instead of

adapting to cultural differences in Brazil for example.


There are fundamental corporate differences and expectation of leadership in different countries and certain style may not work in other

country and even may cause negative consequences to business activities. Javidan sets a three step process for global leaders to cope with the

challenge:

Step one - understanding first that you have to behave differently in another country

Step two - know exactly what the differences are

Step three – at the cognitive level, making the changes or implement behavioral changes based on understanding and knowing the differences

The author finally concluded that the whole process is based on skills or attributes to succeed globally, which are divided in three groups:

1) intellectual capital: knowledge about industry, market, customers, culture and world events, which is the easy part because it is purely

cognitive

2) psychological aspects: passion for diversity, in dealing with people from other parts of the world, self-assurance, self-confidence and

the willingness to challenge yourself, which is the toughest one, requiring more time, practice, being personality based, and experience

based, borrowing heavily from Emotional Intelligence concepts

3) ability to build trust relationships with people: it is the social capital because business relationships are built on trust, also made of a

capacity to build networking of people, to listen carefully to people, to negotiate, and to build closure and agreement


Taking the holistic view for a company to develop global leaders, this project is centered on small aspects of differences observed in Brazil and

in the rest of the world, in relation to the three steps above as exposed by Mansour Javidan – business orientation, non-punctuality,

“machismo”, sex separation in business, and fatalism.

The recommendation therefore is to follow these simple processes of understanding, knowing and action to implement behavioral changes

towards many aspects based on cultural diversity, and observe the role played by misconceptions or perceptions or stereotypes and adjust the

cognitive style to reality, to how things really are.

Part 5. References

Adler, N.J. & Gundersen, A., 2008. International Dimensions of Organisational Behavior, Case Western Reserve University: Thomson.

Anderton, A., Hall, D., Jones R., Raffo, C., 2009. Business Studies, 4th

ed. reprinted. Pearson Education

Baldwin, J., DeSousa, E., (2001) Modelo de Maria and Machismo: The Social Construction of Gender in Brazil. Interamerican Journal of Psychology, ano/vol. 35, numero

001, Sociedad Interamericana de Psicologia, Austin, Latinoamericanistas, pp. 9-29. Also available at http://redalyc.uaemex.mx/redalyc/pdf/284/28435101.pdf [Accessed:

24 April 2010]

Boyatzis, R., McKee, A., (2005). Resonant Leadership. Harvard Business School Press. Boston, Massachusetts. Available from http://hbr.org/products/5631/5631p4.pdf

(Accessed: 5 April 2010)

http://redalyc.uaemex.mx/redalyc/pdf/284/28435101.pdf

http://hbr.org/products/5631/5631p4.pdf


Campbell, D., Kazan, B., 2008. Shangri-la Hotels. In Gamble, J.E., Strickland, III A.J., Thompson, A.A.Jr., 2008. Crafting and Executing Strategy. The Quest for Competitive

Advantage: Concepts and Cases, 17th

ed. McGraw-Hill Irwin International Edition

Goleman, D. (1995). Inteligencia Emocional (Emotional Intelligence). A teoria revolucionaria que redefine o que e ser inteligente. Editora Objetiva: Rio de Janeiro

Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review Magazine. March-April 2000

Hamm, J., (2006). The Five Messages Leaders Must Manage. Harvard Business Review, On Point Article, May 2006

Hammond, J.S., Keeney, R.L., Raiffa, H., (1998). The Hidden Traps in Decision Making. Harvard Business Review Magazine. September-October 1998

Hartford, T., (2010) Hard Cash underpins the spirit of independence. The Undercover economist. The Financial Times Online. Available at:

http://www.ft.com/cms/s/2/2813bf90-4c1f-11df-a217-00144feab49a.html [Accessed 25 April 2010]

Heifetz, R.A., Laurie, D.L. (2001) The Work of Leadership. Harvard Business Review, December 2001

Javidan, M., (2010). The Skills You Need to Lead Overseas. Audio Resource: HBR Idea Cast Blogs. Harvard Business Review. Available also at

http://blogs.hbr.org/ideacast/2010/03/the-skills-you-need-to-lead-ov.html [Accessed 26 April 2010, 20.42.00 GMT]

Kanter, R.M. 1997. On the Frontiers of Management, 1st

ed. Harvard Business Review Book, Harvard Business School Publishing

Katzenbach, J.R., Smith, D.K., The Wisdom of Teams: Creating the High-Performance Organisation, 1st

ed. Harvard Business Review School Press, Boston: Massachusetts

Massachusetts Institute of Technology/ MITOPENCOURSEWARE – Building and Leading Effective Teams (2005). Lecture notes from Single vs. Double Loop Learning [Online].

Available from: Massachusetts Institute of Technology/ MITOPENCOURSEWARE (Accessed: 13 April 2010)

http://www.ft.com/cms/s/2/2813bf90-4c1f-11df-a217-00144feab49a.html

http://blogs.hbr.org/ideacast/2010/03/the-skills-you-need-to-lead-ov.html


Massachusetts Institute of Technology/ MITOPENCOURSEWARE – Managerial Psychology (2006). Lecture notes from Perceptions and Attitudes – Lecture 4 [Online].

Available from: Massachusetts Institute of Technology/ MITOPENCOURSEWARE (Accessed: 13 March 2010)

Park, C.W., Sethi, R., Smith, D.C., (2002). How to kill a Team’s Creativity. Harvard Business School Publishing Corporation. Forethought. Research. August 2002

Phillips, D., (1994) Fatalism and health in the Brazilian State of Sao Paulo. International Sociology, Vol. 9, No. 3, 363-375 (1994). Also available at

http://iss.sagepub.com/cgi/content/abstract/9/3/363 [Accessed 25/04/10]

Rector, M., (n.d.) Cross-Cultural Understanding: The American Ghost. University of North Caroline. Also available at

http://www.semioticon.com/virtuals/multimodality/rector.pdf [Accessed 26 April 2010]

Rumsey, J., (2009) The convention capital of the Americas. Financial Times, London. Special Reports: Sao Paulo 2009. November 17, 2009

The Myers & Briggs Foundation, (n.d.) The Myers & Briggs Foundation. [Online] Available at: http://www.myersbriggs.org/ [Accessed 7 March 2010]

University of Liverpool/MBA Online Program – Managing People (2010). Group Dynamics, Managing Conflict, Managing Stress, and Employee Job Satisfaction – Seminar

Lecture 6 [Online]. Available from: University of Liverpool/MBA Online Program and Laureate Education Inc. (Accessed: 8 April 2010)

University of Liverpool/MBA Online Program – Managing People (2010). Communication and Organizational Design and Environmental Influences – Seminar Lecture 7

[Online]. Available from: University of Liverpool/MBA Online Program and Laureate Education Inc. (Accessed: 15 April 2010)

Vecchio, R.P., 2006. Organizational Behavior, 6th

ed. South-Western, part of Thomson Corporation International Student Edition

Part 6. Appendices

1 - Questionnaire - Survey

http://iss.sagepub.com/cgi/content/abstract/9/3/363

http://www.semioticon.com/virtuals/multimodality/rector.pdf

http://www.myersbriggs.org/


“This is a short questionnaire/survey in relation to a project for the Liverpool University MBA Program on the subject of Managing People /

Cultural Diversity. I would appreciate if you can take a few minutes of your time to answer 6 (six) questions and send your answers as a reply

to this email. In advance, thanks for your time. Please feel free to make any comments at the end of the questionnaire.

Please answer “Yes” or “No” to the following questions:

6) Have you ever worked or are you working at the moment in Brazil?

Yes / No

Based on your experiences and/or perceptions would you say that in Brazil

7) only a few people rush into business? – Yes / No

8) there is sex separation in the work place, e.g. gatherings etc? - Yes / No

9) there is a non-punctuality business culture?- Yes / No

10) there is a “machismo” (prominently or excessive masculinity, as an attitude, machismo ranges from a personal sense of virility to a

more extreme male chauvinism) culture in business life?- Yes / No

11) there is a fatalism (the view that we are powerless to do anything else rather than what we actually do) attitude to life?- Yes / No”


2 – Table of Results

Answers few people rush into business sex separation in the work place non-punctuality "machismo" fatalism

overall results (yes/no) 1 2 3 4 5

overall yes 34% 17% 57% 43% 21%

overall no 66% 83% 43% 57% 79%

worked in Brazil or not

worked in Brazil yes 33% 18% 57% 39% 18%

worked in Brazil no 67% 82% 43% 61% 82%

never worked in Brazil yes 37% 11% 56% 63% 33%

never worked in Brazil no 63% 89% 44% 38% 67%

career history

most in Brazil yes 33% 7% 56% 30% 18%

most in Brazil no 67% 93% 44% 70% 82%

most overseas yes 35% 32% 58% 63% 26%

most overseas no 65% 68% 42% 37% 74%

gender

male yes 32% 19% 50% 42% 23%

male no 68% 81% 50% 58% 77%

female yes 38% 13% 69% 47% 19%

female no 63% 88% 31% 53% 81%

majority answers

deviations

3 – Charts

final project - managing people

Documents