Introduction
Brazilians are free-spirited and gracious with an unbelievable enthusiasm for life. Predominantly, they are very creative and risk-oriented. In Brazil, families are often large that they used to have extended family members. Socioeconomic, family and education backgrounds are significant towards Brazilians (Bertsch and Ondracek, 2010). Generally, firms’ handshakes are exchanged among men. Typically, a female associate kiss other female on cheek but on the other hand women extends her hand first to a male. As long as they avoid the subject of politics, self-effacing meeting people are typically getting down to the reason of a meeting. There are many aspects of business etiquette but most of the important are greetings and meetings, dress, behavior and communications (Guffey and Loewy, 2012).
Business Attire
In Brazil, business attire tends to be traditional for both men and women as it’s of lighter weight that one can easily accommodate in warm temperatures. It is important for Brazilians to avoid extravagant that display the wealth of their selections in jewelry which can make them target for thieves when they are coming and going to some other places of business. Dressing nicely and elegantly is the most important thing for Brazilians. There are two fields of business in which Brazilians used to dress more formally that are law and banking. Another important viewpoint towards Brazilian is that they never place their bags on the floor as it is considered as bad luck concerning money in Brazil. According to Borker (2012), appearance is the most important things in the eyes of Brazilians. Following are the focused points that can tell about the culture of Brazil.
- Clothing reflects upon them and their company.
- In all conditions, Brazilian women used to dress nicely whether business, casual or formal. Foreign women who desires to go well with must stay away to wear excessively formal and traditional attire.
- Brazilian used to wear stylish, polished and well-kept shoes. Their nails are always manicured.
- In business situations, a Brazilian man’s used to wear traditional dark suits, ties and shirts. Three piece suits represents executives, two piece suits represent office employees. Women used to wear female dresses, pantsuits and suits and always stay away to wear dress like a man.
- They avoid wearing their flag color which is yellow and green in any fashion.
- Touching elbows, arms and backs are very common in Brazil
- In order to articulate admiration, one should appear to touch his earlobe among forefinger and thumb.
Communications in Brazil
- For a long time, it is common for Brazilians to handshake each other. They used to say goodbye and hello and used to have accurate eye contact when leaving a group. They used to shake hands with everyone after before leaving anyplace (Storemark and Hoffmann, 2012).
- When women meet, they barter kisses on their cheeks together and used to kiss the air.
- Frequently, they used to speak first name but titles are important towards them
- Animated conversation and long music are first choice of Brazilian habits. When they use to communicate interruption sighted as enthusiasm.
- There are good conversation topics which Brazilian used to speak about that are; soccer, family and children (Oiko, Barquet and Ometto, 2011).
- There are bad conversation topics which Brazilian used to speak about that are; poverty, religion, Argentina and the Rain Forest.
- They used to avoid the phrases like “Is it true that everyone is either very poor or very rich in Brazil?” It is likely someone is communicating to someone that is not either one.
Petrobras Business Greet Hofstede’s cultural dimensions
Individualism vs. Collectivism
This culture dimension explains about the Brazilian personal responsibility over collective hard work. The cultural audit of Petrobras reveals that they are dealing with those employees that thrive in conjunction with their company in order to reach a goal (Hofstede, Hilal, Malvezzi, Tanure and Vinken, 2010).
Power distance
This factor represents about the extent of the Brazilian in a provided culture. This tells about cultural audit in Petrobras ranks high in power distance.
Masculinity vs. Femininity
This explains about the masculine cultures in the Petrobras Company that shows there is a strong relationship between the company values and the role of women in the company is highly considerable.
Uncertainty avoidance
This culture values involves the structured environment of Petrobras with flexible systems. This show that Petrobras people is generally more pragmatic, willing to work and open to change in unstructured atmosphere.
Long term oriented vs. short term oriented
This represents the Brazilian culture where Petrobras employees want to be trained in skills that are purposely pertinent to their job and can be applied with instant outcomes.
Vale do rio doce company Greet Hofstede’s cultural dimensions
Individualism vs. Collectivism
Brazilians are famous for their loyalty to their companies. People are loyal in vale do rio doce company because they seems to have an individualistic things to do (Yoo, Donthu and Lenartowicz, 2011).
Masculinity vs. Femininity
Vale do rio Doce Company have not described their cultures but it has been identified that the company helps to explains why it is difficult to change traditional
Power distance
Word related societies have images, legends and ceremonies in the same way as authoritative societies, however they likewise regularly intimate holding certain qualities and feelings. Word related societies in this admiration take a position in the middle of national and hierarchical societies. The society of administration as an occupation contains both national and authoritative components.
Conclusion
It has been identified that companies in Brazil are extremely causal about time. There is no strictness on being late in fact it is considered as normal. In order to reach on time for formal meeting, Brazilians used to wait for their colleagues. It is recognized that womens in companies are very aggressive but they usually have no problem in doing business in Brazil. Hence, it can be said that companies used to look after many things so that employees does not have to feel worry about anything. Companies used to provide every leverage to employees so that they can work in their organization easily.
References
Bertsch, A.N.D.Y. and Ondracek, J.A.M.E.S. (2010). The Risks and Rewards of Doing Business in Brazil: Can Brazil Escape the Fate of Greece?. Mountain Plains Journal of Business and Economics, Opinions and Experiences, 11, 23-42.
Borker, D.R. (2012). Accounting, culture, and emerging economies: IFRS in the BRIC countries. Journal of Business & Economics Research (JBER), 10(5), 313-324.
Guffey, M. E., & Loewy, D. (2012). Essentials of business communication. Cengage Learning.
Hofstede, G., de Hilal, A.V.G., Malvezzi, S., Tanure, B. and Vinken, H. (2010). Comparing regional cultures within a country: Lessons from Brazil. Journal of Cross-Cultural Psychology, 41(3), 336-352.
Oiko, O.T., Barquet, A.P.B. and Ometto, A.R. (2011). Business Issues in Remanufacturing: Two Brazilian Cases in the Automotive Industry. In Glocalized Solutions for Sustainability in Manufacturing (pp. 470-475). Springer Berlin Heidelberg.
Retrieved from: http://traveltips.usatoday.com/business-etiquette-brazil-16277.html
Retrieved from: http://www.ediplomat.com/np/cultural_etiquette/ce_br.htm
Storemark, K. and Hoffmann, J. (2012). A case study on the business model of Chloé. Journal of Global Fashion Marketing, 3(1), 34-41.
Yoo, B., Donthu, N. and Lenartowicz, T. (2011). Measuring Hofstede's five dimensions of cultural values at the individual level: Development and validation of CVSCALE. Journal of International Consumer Marketing, 23(3-4), 193-210.
