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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
worldhttp://www.brazil.org.uk/, http://www.suapesquisa.com/clima
Germany
0
20
40
60
80
UAI PDI IND MAS
7665 69
3838
67
38
68
Adapted from Hofstede & Hofstede (2005) from Luthans & Don (2009)
Hofstede`s Dimensions
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 culturehttp://www.worldbusinessculture.com, http://www.kwintessential.co.uk
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,
Uncertainty (UAI)
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 businesshttp://
www.worldbusinessculture.com
Power distance (PDI)
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
Individualism/Collectivism (IND)
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
Masculinity (MAS)
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
Brazil
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. Geert Hofstede 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]
Sua pesqusa. 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
Luthans, F., and Doh, J, P., 2009. International Management – culture, strategy, and behaviour. 7th ed. New York : McGraw Hill
ITIM International. 2009. Geert Hofstede 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].