Cultural Influences Of A Brazilian Business Environment Essay

Looking around the world there are so many different kinds of cultures and subcultures. There is no way to completely understand all of them. But looking at pieces of a culture can help us better understand the culture as a whole. There are many parts of cultures that are hard to understand, especially when it seems like their values are different from our own. But taking what I know to be true in the American culture, I can use it to understand a few aspects of the Brazilian culture which differ from my own. Some of Brazilian’s cultural values that differ from the American culture include communication, cleanliness, and views on vacations.

This paper will focus on the many elements and dimensions of France and the affect it has on the business that takes place locally and internationally. There will be constant comparisons and contrasts between France and the United States of America taking place throughout this entire research article. I will focus on how the elements and dimensions of the culture separately are adapted by the locals and integrated into everyday life and business. I will also give insight on how to conduct business in France for other countries, mainly the United States, by talking about the countries imports and exports and

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

Much like the U.S., Brazilian culture is extremely diverse. Brazil’s current population of 190 million represents various nationalities from European to African (Country Facts). Brazil has an extremely diverse culture with some common pervasive threads that grouped together give Brazil a national identity.

Every country differs in culture which has been there for centuries. The international market is growing rapidly, with more and more multinational organisations entering new markets each day. In this assignment I will evaluate how the difference in cultures affects the performance of international businesses.

The first dimension in Hofstede’s cultural dimensions is the power distance. This is “the degree in which people in a particular culture view the unequal distribution of power as acceptable” (McCornack, 2015). Brazil has a much higher belief in power distance than the United States. “In Brazil there is a large power distance, which means that they believe that each person has a place in the social hierarchy, that authorities should not be challenged, that hierarchy and inequality are appropriate and actually benefit the society (Comparing Brazilian Culture to American Culture, n.d.). This is very different to American culture because America was founded on challenging the government. Our constitution was made so that we can challenge our government and keep its power in check, so the government does not abuse its power. Most Americans also believe that inequality is bad for our country. We have gone through many periods of inequality in this country and we look back on them to see what we did wrong and how we can do better now as to not repeat our mistakes. Another dimension is the uncertainty avoidance, “Cultures vary in how much they tolerate and accept unpredictability” (McCornack, 2015). Brazil has a high uncertainty avoidance culture. Cultures like Brazil make rigid rules and set regulations to try and cut down on uncertainty. This can be seen in their history of military leaders as leaders of the country. Brazil is a high-context society, which means they put a strong emphasis on how the message is said rather than focusing on the words used alone. Examples of this include Brazilians will sometimes exaggerate a point but it will be done in a way that the others know it to be an exaggeration. Brazil is also a collectivistic culture. This means that Brazilians emphasize group identity, interpersonal harmony, and the well-being

Brazil is one of the largest IT markets within the emerging economies. IT end-user spending in Brazil is expected to grow to $134 billion in 2014. The largest share of spending will be on telecom equipment, representing 72% of the market, followed by IT services at 13.3% and computing hardware at

The business is to be structure by use of cross-cultural teams that can provide a source of experience and innovative thinking to enhance the competitive position of the organization. The manager is to avoid at all cost cross-cultural misunderstandings and understand that Brazilians prefer collectivism to individualism. The manager is to implement the right price for the right product the culture needs in order for the business to have a chance at success. A work description with work shifts, mutual respect, benefit packets, respect for all religion, and a dress code. Formal apparel is acceptable for business Overall, the appearance would not be a huge deal as the Brazilian people are extremely concerned about their appearances and they practice their religion but it does not affect the workplace. Business meeting are to take place once a week to discuss progress of the business and handshakes are appropriate for both men and women however, once the women get to know you and/or a friendship is develop and kiss on the cheek is not unusual. Time is important but allow at least 20 mins for the latecomers as Brazilians idea of time is flexible than it is in the United States. If any questions and problems the manager does not understand, then the headquarter office in the United States should be contacted for

     Cultures are varying among different parts of the globe. People with different cultures have different characteristics and viewpoints on the subjects due to diverse understanding and method of learning. During the past few decades, the international trade grows in a very rapid rate due to the advantages that it provides; “increased sales, operational efficiencies, exposure to new technologies and broader consumer choices” (Heslin). Therefore, when considering the culture aspect to current business world, it is crucial for business to understand the culture aspect because of the tremendous growth of international business as well as utilize the international market to its maximum

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

The purpose of this research paper is to analyze the cultural viewpoint of doing business in the nation of Barbados according to the major elements and dimensions of culture including: communication, religion, ethics, customs, social structure, organization, and education. It will provide how these dimensions and elements are implemented by local conducting business. Also, explains on how the culture and business of Barbados differs from the United States. Other information researched includes

Using appropriate theories critically analyse the role of culture in International Business. Support your answer by quoting relevant examples from the case study.

Both the authors have taken descriptive approach to elaborate in detail their respective areas of cross cultural management. As per article, “Rethinking Cross Cultural Management in a Globalizing Business World” by Soderberg & Holden (2002), due to globalisation and its increasing trend, the organisations and its environment has gone through significant changes. Thus the traditional way of defining the cross cultural management needs amendments. Further the author has elaborated that in this commitment the authors are contending for a split far from the conventional method for considering and portraying diverse administration for two fundamental reasons. To begin with, the winning idea of society as-substance, which in this logical connection is vigorously connected with national societies (and, by augmentation, country states) is distant with the hypothetical improvements of conceptualization of society and character. Moreover a conceptualization of hierarchical and national society’s too characterized and homogeneous substances is out of stage with the new economy, with its accentuation on systems administration, hierarchical learning and information as the fundamental hierarchical asset, which rises above firm, industry, and national limits. Second, the new economy requires not simply new skills and 'worldwide education but also needs to adopt 'the worldwide attitude'. A globalizing business world too needs suitable calculated apparatuses and expository methodologies of advantage to both analysts besides, specialists. Consequently the article “Cross cultural Differences in Management” by Amman & Jordan (2012) has concluded that due to cross cultural environments, the managers can encounter different impact on different areas of management. These impacts can create many limitations and barriers on different areas of business. Therefore, managers of the

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.