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].