Culture and customs influence the structure and functioning of organizations (Martin & Chaney, 2009). Brazil is one of the leading economic partners of the United States. Managing an organization in Brazil requires strategies attuned to the local culture and customs.
Background of Brazil
Brazil has a democratic political system. Executive and legislative leaders of the federal republic hold office via election. Brazil’s economy is the eight largest in the world. In 2012, the country’s gross domestic product was $2.25 million. (PwC, 2013) Main exports are agricultural products and natural resources. Industrial production has also grown. Primary imports are oil and natural gas. (Martin & Chaney, 2009) Brazil has a geographic area of 3,287,000 square miles, which constitutes nearly half of South America (PwC, 2013). Brazil is home to 190 million people, which is the fifth largest population in the world. Portuguese is the national language. Majority or 55 percent of the population are of Portuguese, German, Italian, Polish and Spanish descent. More than one third or 38 percent of the population are of mixed-race heritage. Japanese and Lebanese immigrants have settled on the Southern region. About 70 percent of the population are Roman Catholics and 20 percent are protestant. (Martin & Chaney, 2009)
Customs Defining the Citizens of Brazil
Three customs define the citizens of Brazil. One defining custom is the consideration of business and work relationships as personal relationships. This differs from the highly impersonal business and work relations in the United States. In Brazil, business or work relations revolve around trust. Brazilians take time to know more about potential business partners before committing to a business venture. They also take interest in learning about the personal lives and professional background of work peers and employees. (Garibaldi de Hilal, 2006) It is common for business meetings to involve physical contact and attending social occasions or discussing business over lunch or dinner (PwC, 2013). Another defining custom in Brazil is respect for authority based on position and age. This differs from the more egalitarian relationship between managers and employees in the United States. According to Garibaldi de Hilal (2006), there is always a line separating managers and employees, but employees appreciate having a friendly work environment. Formal demeanor is appropriate when starting business negotiations or new managers assume leadership positions in the organization. A less formal relationship develops after establishing trust. Nonverbal communication is another distinct custom in Brazil. This differs from the preference for verbal and candid communication in the United States. Martin and Chaney (2009) explained that Brazilians are non-confrontational and prone to indirect communication. Gestures and facial expressions are as important as spoken words.
Managing an Organization and Employees in Brazil
The key customs defining citizens of Brazil indicate the appropriate ways of managing an organization and employees in the country. Garibaldi de Hilal (2006) explained that charismatic and value-based leadership work well in Brazil. These leadership styles appeal to the customs of considering business and work relations as personal relations and respect for authority. Employees expect their leaders to provide answers or solutions as well as respect and follow inspiring leaders. Javidan et al. (2006) added that employees in Brazil respond positively to team building and participative activities. These activities build trust as well as enhance nonverbal communication across the organization. Part of team building is recognizing the strong regard of Brazilians for family and community events. Rewards that benefit not only individual employees but also their families as well as HRM policies on workdays and holidays that recognize important community events appeal to employees in Brazil.
References
Garibaldi de Hilal, A. V. (2006). Brazilian national culture, organizational culture and cultural agreement: Findings from a multinational company. Cross Cultural Management, 6, 139-167. doi: 10.1177/1470595806066325
Javidan, M., Dorfman, P. W., Sully de Luque, M., & House, R. J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE. The Academy of Management Perspectives, 20, 67-90. doi:10.5465/AMP.2006.19873410
Martin, J. S., & Chaney, L. H. (2009). Passport to success: The essential guide to business culture and customs in America’s largest trading partners. Westport, CT: Praeger.
PwC. (2013, March). Doing business and investing in Brazil. Retrieved from https://www.pwc.de/de/internationale-maerkte/assets/doing-business-and-investing-in-brazil.pdf
