Hofstede
Dimensions of Culture
A Hofstede dimension of
culture is comprised of six concepts that are very important in the analysis of
culture in a specific country. Through the model, it is possible to have an
overview of some major motivators of Brazilian culture; our country of choice
for the business, relative to the other world cultures (Hofstede 23).
The power dimension in
Hofstede analysis is more concerned with the fact that individuals in a
community are equal. The dimension is used in an expression of cultural attitudes
towards current inequalities (Hofstede 12). The powerful
distance is defined as extents to which less powerful members in institutions
and organizations within a specific country, expect and embrace that power in
the specific country is distributed unequally. Brazil believes that hierarchy
should always be respected at all costs and the inequalities among the
different people in the society are acceptable.
Individualism addresses
the degree of interdependence that a society maintains among its members.
Individualism depends on whether images are defined in terms of me or us. In individualist
societies, all people are expected to look after themselves. When doing
business in Brazil it becomes important to create long lasting relationships
with your partners. However, when compared to the U.S, preferred communication
style should be context rich (Hofstede 13).
The high scores of masculine show that society
can be motivated by competition, achievement plus success, low scores indicate
that dominant values that are in society
are two, namely; the care people have
for others and quality of life in the region (Hofstede 25). The major concept
is determining what motivates people, the desire to become the best, a concept
considered to be masculine, and having passion for what one does. Brazil scores
a 49 on these dimensions; this is considered to be an intermediate score.
The uncertainty avoidance
deals with extents to which specific members of a particular culture feel
threatened by some situation they do not know. Brazil has a 76 on these concepts;
this means that it shows a great desire to have rules (Hofstede 24). As a result of the
high score, Brazilians are very passionate and demonstrative; they show
emotions easily with their bodies.
The long-term orientation
describes the way that society has to retain some of the links with the past
while dealing with challenges in present situations (Hofstede 24). Many societies deal
with these two goals in a different way. Normative societies with low scoring on
these dimensions prefer to maintain traditions and norms; they look at changes
in society with immense suspicions. Those that score high take a pragmatic
approach, they encourage modernity. Brazil scores as an intermediate in this dimension;
this means that it slightly prefers traditions over modernity. The dimension of
indulgence refers to the extent by which individuals control some of their
desires and impulses. Brazil is a high indulgent society; the country has a
high tendency towards optimism. They enjoy having fun and free spirited.
Negotiations
Negotiating with Brazilians is similar to the United
States; however, it should not be taken to mean that negotiation is a simple
walk in the park (Asefeso 12). The knowledge of
Brazilian business culture and negotiating nuances can be critical deals. Brazilians
have a high personal value for relationships; therefore, it is important to
establish a personal relationship before negotiations take place (Tuller 17).
The Americans should
expect very slow negotiations. When one is trying to get in touch with decision
makers, they should expect communication to be difficult. It is advisable to
start with high prices as a little compromise can end negotiations (Tuller 17). The major
difference negotiations in Brazil have over those of U.S is the fact that in
Brazil, negotiations may be aimed at long-term relationships as opposed to
getting a contract. Therefore, if the deal is done, Americans should expect to
create a long lasting relationship with the Brazilians.
Cultural components
Business
meetings
Dropping in without having an
appointment is considered bad behavior in Brazil. Important meetings in Brazil
are scheduled two weeks in advance. They are confirmed two days before the
meeting. Lunch in Brazil is quite lengthy; this allows business partners to
have a formal discussion. Eye contact is important just like in the United
States (Tuller 23). In contrast to American
meetings, interruptions during meetings are common; they should not be regarded
as rude. This is different from the United States where, it is rude to
interrupt someone. Meetings in the United States are usually informal and
relaxed. Successful meetings are short compared to those of Brazil, which are
lengthy.
Time
(punctuality)
Being on time is another
important factor. In some parts of Brazil, they are very casual concerning
punctuality. As a guest, it is not polite to be late (Tuller 27). Meetings tend to
begin on time. Just like in the United States, being on time means that one has
to arrive five minutes earlier. Therefore, many Americans can relate to being
on time since they are expected to always be on time. The American negotiations
are rushed, because to many of them, time is money. The American should expect
things to be slow in Brazil.
Business attire
Appearance is an important thing
in Brazil. It is important for a person to look smart. The first impressions
are the ones that count most and they determine relationships that you will
have with partners. All men are advised to wear conservative dark suits. As a
tradition, three-piece suits are used for indication of a very high position; two
suits generally indicate the status of office worker (Hofstede 23). Women are more
conservative with their dresses as compared to those from the United States, Women
in Brazil usually dress to impress and are more flamboyant. When doing business
in Brazil, the American will have to do away with the khaki suits that they
think are formal, trousers for the ladies are not considered to be formal.
Etiquette and behavior
Brazilians prefer to have face-to-face
meetings compared to written communications. Many Brazilians love to know the
person that they are working with before they get down to business. It is vital
not to embarrass a Brazilian, otherwise; criticizing a person makes them lose
face with the other people (Tuller 45). The style of
communication is informal and does not require having certain protocol.
Decision
making styles
When engaging in a negotiation,
it is important to note that the people you negotiate with are not necessarily
the ones who make decisions. Discussions during meetings are inclined to
meander of other subjects; these include even personal matters (Asefeso 67). Brazilians do not
always stick to the point and they are not apt to talk things outside the office
and after working day. In their decisions, Brazilians have a tendency to
meander to profits as opposed to being linear.
Women
in business
The Brazilians treat foreign
business women fairly; they accord them deserved respect. This has gone a long way to reflect a trend
in Brazil (Tuller 45). However, one disappointing
thing about women in Brazil, is that it is hard to see a woman who is a manager
at a top organizations
Gift giving
Just like in the U.S, presentation
of a gift can go a long way to solidify a relationship. The country uses color
black and purple for purposes of mourning; therefore, it is advisable to avoid
this color when presenting a gift. It is not advisable to give things that are
sharp, for example, a set of knives (Asefeso 46). This is because; it
can be interpreted to mean that you want to sever relationships. Some smart
choices can include books or even small electronics and goods that are unique
in the United States
Handshakes
Handshaking for a very long time
is common, Americans do not shake hands for long, and neither do they do the
same to say goodbye. However, Brazilians are keen on this, they expect you to
shake hands before you leave the meeting or say goodbye. It is always good to
use eye contact especially when you are in a small group (Tuller 67). It is considered
appropriate to shake your hands with everyone who is in the meeting.
Business
cards
Before making a trip to Brazil,
it is always advisable to have printed business cards that display the company
information in both the English and the Portuguese. This should display the
company information in both English and Portuguese. Cards should be presented
when one arrives (Asefeso 78). Text on the
business card should face up. It is advisable to shake hands with every person
who is in the meeting
Is English used for business?
The main language in Brazil is
Portuguese, though English is used by many senior and middle ranking Brazilians.
The business executives speak English most of the time; this is because a majority
may have studied in Europe or America (Barretto 78). However, English
language is not universally spoken. It is immensely helpful for an American who
would like to do business in Brazil to have the ability to speak in Portuguese,
however, if it is not possible, it is always good to have a translator. One
should avoid using Spanish; this is because it can be considered as being
culturally insensitive.
Gestures/non-verbal communication
Touching is common; it
can involve kissing on both cheeks. The Brazilians may not be keen on eye to
eye contact like in the case of the Americans. Personal space is not emphasized
and people can stand side by side. It is considered rude if a person steps backward.
In the United States, people usually stand three feet away from one another
when they are conversing. It is acceptable to be silent for long periods of
time when one or more people are together (Barretto 88).
Conclusion
Doing business in
Brazil can be rewarding, but at the same time it can result in total failure if
one is not aware of the culture and the different protocols that ought to be
observed. For an American company that is seeking to have partnerships or
extend business, it is advisable to be knowledgeable of the business
environment in the country. Generally, Brazilians love relationships. The pace
of their negotiations is slow compared to that of the Americans. When doing
business in Brazil, it is advisable to pay attention to the cultural components
because they can go a long way in determining whether you have a deal or not.
Works
cited
Asefeso, Ade. CEO Guide to doing Buinsess in Brazil.
Rio: Lulu.Com, 2012.
Barretto, Ricardo. Doing Business in Brazil. New York:
American Bar Association, 2002.
Hofstede, G. Culture’s Consequences, Comparing Values,
Behaviors, Institutions, and. Thousand Oaks: Sage Publications, 2001.
Tuller, Lawrence. An American’s Guide to Doing Business in
Latin America: Negotiating contracts and agreements. Understanding culture and
customs. Marketing products and services. New York: Adams Media, 2008.
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