Intercultural Management -Brazil

Justina Sumathi

Brazilian Culture

• Hierarchical set-up• Informality• Centralized decision making• Figures are not final• Punctuality is relative• Never say ‘No’• Relationship –oriented• Jeitinho Brasileiro(the Brazilian way)• Despachante• Corruption

Hofstede’s Dimension

Power Distance• At a score of 69 Brazil reflects a society that believes

hierarchy should be respected and inequalities amongst people are acceptable

• It is important to show respect to the elderly (and children take care for their elderly parents).

• In companies there is one boss who takes complete responsibility.

• Status symbols of power are very important in order to indicate social position and “communicate” the respect that could be shown.

Individualism

• Brazil has a score of 38 • People from birth onwards are integrated into strong,

cohesive groups (especially represented by the extended family; including uncles, aunts, grandparents and cousins)

• Provides protection to its members in exchange for loyalty• An older and powerful member of a family is expected to

“help” a younger nephew to be hired for a job in his own company.

• In business it is important to build up trustworthy and long lasting relationships: a meeting usually starts with general conversations in order to get to know each other before doing business

• Communication is high- context

Masculinity/Femininity

• Brazil scores 49 on this dimension• The softer aspects of culture such as levelling

with others, consensus, sympathy for the underdog are valued and encouraged.

• Conflicts are avoided in private and work life• Consensus at the end is important

Uncertainty avoidance

• At 76 Brazil scores high on UAI • Shows a strong need for rules and elaborate legal systems in

order to structure life• The individual’s need to obey these laws, however, is weak.• Bureaucracy, laws and rules are very important to make the

world a safer place to live in• Brazilians need to have good and relaxing moments in their

everyday life, chatting with colleagues, enjoying a long meal or dancing with guests and friends.

• They are very passionate and demonstrative people: emotions are easily shown in their body language

Long term orientation

• At 65 Brazil places itself amongst the long term oriented societies as the only non-Asian society

• The "jeitinho brasilero" is really to look for alternatives to do what in a Western eyes could be regarded as impossible

• Like Asians the Brazilians accept more than one truth.

• Brazilians easily accept change as a part of life.

Role of a manager

• Needs to realize the importance of each person’s distinct role within the organization.

• Even inappropriate for them to consult with lower-ranking individuals when decision-making.

• Management style is paternalistic, with the boss taking on a parental role-objective is to guide employees and help them achieve the goal

Approach to Change

• Tolerant towards other cultures• Change is a slow process requires a considerable amount of

thought, planning and evaluation• The fear of exposure and the potential of embarrassment that

may accompany failure mean intercultural sensitivity is needed• Failure causes a long-term loss of confidence by the individual

as well as by others.• It is important for innovations to have a track record or history

noting the benefits if they are to be accepted and implemented

Approach to Time

• Synchronous ,Fluid-time culture, relationship - oriented• People in Brazil will not want to upset others in order to

push through a deadline• Timescales and deadlines need to be set well in advance

and reiterated carefully• It should be understood that these will be viewed as

flexible.• Make appointments of any kind at least two weeks in

advance. Showing up at an office without an appointment is unacceptable in Brazilian business culture

Approach to Time• Give yourself two to three hours between each

meeting, rather than scheduling your appointments 'back to back.‘

• Poor punctuality is characteristic of Brazilian business culture. You will have to accept that waiting around for your Brazilian counterparts will be part of doing business here

• Always arrive on time for a business meal or meeting at a restaurant. Brazilian business protocol demands punctuality on these occasions

Decision Making

• There is a great disparity in terms of wage differentials, and therefore lifestyles and aspirations, among the different classes in Brazil

• Power is held in the hands of the few.• Hierarchy is observed in the business environment• Authority figures are highly respected• CEO makes the decision• Job function, scope of responsibility, and reporting

relationships are clearly defined and strictly followed

Team player

• It is important to qualify ideas that are raised in a gentle manner, protecting the reputation of those bringing up ideas, so no one is shamed

• If someone is exposed and shamed, they may likely not participate again, and it will likely stem the flow of ideas and the participation of the entire group.

• Praise should be given to the entire group as well, and not to individuals.

Negotiations

• Expect questions about your company since Brazilians are more comfortable doing business with people and companies they know

• Wait for your Brazilian colleagues to raise the business subject

• Often the people you negotiate with will not have decision-making authority

• It is advisable to hire a translator if your Portuguese is not fluent.

• Use local lawyers and accountants for negotiations. Brazilians resent an outside legal presence