Brazil Hofstede

Brazil

Zack Excell

Austin Steele

Niklas Skinner

Glenda Rivas Hernandez

Ryan Russon

This paper will seek to understand the Hofstede Dimension tools and use them to analyze and interpret different religious, economic, strategy, and cultural aspects in the country of Brazil.

Hofstede Dimensions

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There are a few significant differences between Brazilian and American culture according to Hofstede’s Cultural dimensions. It’s crucial to take these differences, and their implications, into consideration in order to be successful as business in Brazil.

The first significant difference is Individualism. Brazilians tend to be more consensus-oriented than Americans. They are more inclined to work together as a team relying on each other to accomplish different tasks within a business. Fitting in to these “groups” is crucial for loyalty, respect, and ultimately getting things done within a business. The same loyalty is expected in return, however, which could create future complications in decision-making.

The second is Uncertainty Avoidance. Brazilians, with high levels of uncertainty, feel the need to reduce levels of uncertainty with a much more structured system of rules to follow. Because of this, communication and motivation problems can be avoided by establishing principles early on that will allow them to feel comfortable with their future in the company. It will be important to put their minds at ease especially during transitional periods, where they may seem apprehensive of accepting change and taking risks.

The third is Power Distance. Brazilians will come across as more respectable to higher authority. Casual communication with higher-level management will feel unnatural for them. Management may not be able to get the Brazilian employees to open up to them. In order to minimize potential problems, management needs to acknowledge these cultural differences and learn how to connect with lower level employees using different methods.

Culture

Colonization

The Portuguese arrived into Brazil in the period of 1500. Portugal sought to profit from Brazilwood, sugar production, and later gold and diamonds. For the greater part of this initial colonial period, slaves provided most of the labor for export production (“Colonial Brazil”).  This process introduced a large African population to Brazil.

Immigration brought many other ethnic groups to Brazil as well. Brazil had a favorable immigration policy and “sought to attract European immigrants.” This, “combined with the European demographic crisis, … resulted in the immigration of about 5 million people… in the last quarter of the 19th century and first half of the 20th.” (Race and ethnicity in Brazil, 2016).

Brazil’s favorable immigration policy, and the cultural experience of living amongst other ethnic groups, must contribute to Brazil’s Masculinity index score of 49, which is moderate especially when compared with the United States, whose score is 62 (Hofstede, “Brazil – in comparison with United States”). The existence of such a melting-pot of cultures probably contributed to its cultural qualities of warmth and hospitality. According to the Hofstede research, nations with a lower index score on the masculinity scale possess a “preference for cooperation, modesty, and caring for the weak and quality of life.” (Hofstede, "National Culture"). The experience and generational impact of slavery also may very well have contributed to a cultural appreciation for the need to work together, and care for one another.