Cross-Cultural Management Report: Australia and Brazil Comparison

This report provides a comparative analysis of cross-cultural management, focusing on the cultural differences between Australia and Brazil. It begins with an introduction to cross-cultural management and its importance in the workplace. The main body of the report utilizes Hofstede's cultural dimensions theory to compare the two countries across six dimensions: power distance index, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence. The report then includes a literature review, examining the impact of high-context and low-context cultures on communication and management practices in Australia and Brazil. Finally, the report discusses the practical application of these cultural insights to enhance future management processes, including adapting management styles, organizational structures, and communication strategies to align with the specific cultural contexts of both countries. The report concludes with a summary of the key findings and their implications for effective cross-cultural management.

Cross Cultural
Management
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Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Cultural Comparison between Australia and Brazil with Hofstede’s cultural dimensions
theory......................................................................................................................................3
Literature review on cultural comparison between Australia and Brazil...............................6
Analysis of application of learning to enhance management process in future.....................7
CONCLUSION................................................................................................................................9
REEFRENCES..............................................................................................................................10
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INTRODUCTION
Cultural differences between regions of workplace play an important role in informing
management practices as the workplace culture is influenced by the cultural intricacies of that
specific region. Cross cultural management refers to the examination of management in a cross-
cultural situation with focus on ways in which social culture influences managerial practice and
cultural orientations of managers. The present report looks at the cultural differences between
Australian workplace and Brazilian workplace. The culture between these two regions is
compared with the help of Hofstede’s cultural dimensions. Apart from this cultural diffrences
between Australia and Brazil are analysed with the help of literature review. The application of
information gained from cultural comparison and differences to enhance future management
process is provided in this report.
MAIN BODY
Cultural Comparison between Australia and Brazil with Hofstede’s cultural dimensions theory
Hofstede’s cultural dimensions theory refers to a model create by Geert Hofstede’s which
helps in understanding cultural differences between various international regions. The aim of
usage of this model is to understand differences in national culture, extents of culture and their
influence in business context (Blasko, Kazmerski and Dawood, 2021). The six dimensions of
culture as per this theory are Power distance index, individualism, masculinity, uncertainty
avoidance, long term orientation and indulgence. The Hofstede’s cultural dimensions theory is
applied for compassion between Brazilian and Australian culture below:
Power distance index
The first dimension of the model focuses on determining power and inequality tolerance
of the culture, this aspect is viewed from the perspective of lower level employees. High level of
power index culture depict the acceptance of bureaucracy and respect towards higher authorities.
Low level of power distance index showcases that the culture prefers egalitarian organisational
structures such as flat organisational structure and emphasise equal dispersion of power.
The power distance index in Brazil is high which informs that Brazilian culture accepts
inequalities in power (Country Comparision, 2021). Constructions of rigid hierarchies which
provide more benefits to the powerful are encouraged and high authority gains respect from
lower level employees.
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In context of Australian workplace the power distance index level is low which informs
that the Australian culture aims to promote egalitarian values at business firms. Participative
communication and accessible communication with managers are norm as per the Australian
Culture.
Individualism
Reliance and integration of groups and collective mind set in national culture is at the
centre of this Hosfstede’s cultural Dimensions. Cultures with high level of individualism put
increased significance on achieving personal objectives and improving individualistic self-image.
The culture with low level of individualism view self-image as group characteristic and aim to
attain collective goals of the group.
Brazilian culture has low level of individualism and values integration in strongly bonded
group after birth, In related to workplace culture this cultural dimension results in making
creation of trusting relations with co-workers and employees necessary with focus on elaborate
communication (Goulart and Zilber, 2019).
In case of Australian culture individualism is at high level which depicts that personal
well-being and well-being of close family is considered top priority instead of collective well-
being of group. Workplace activities such as recruitment, career advancement and termination
are based on merit of the employee and employees expectations are to be highly self-reliant and
initiative.
Masculinity
This dimension determines the masculine or feminine nature of the national culture. Low
level of masculinity forms culture with traits such as fluid gender roles, modest lifestyle and
nurturing environment. Cultures with high level of masculinity have traits such as different
gender roles and focus on wealth generation and collecting material attainments.
Brazil has moderate level of masculinity which depicts that high quality of life is an
indicator of success in this culture, satisfaction and liking towards work is the main motivator for
employees (Borges, Bernardi and Petrin, 2019).
On the other hand, Australian culture has high level of masculinity which represents that
the culture in Australia emphasises the need to be the best in their field. The success indicator is
wealth accumulation and standing out from the rest of employees is encouraged.
Uncertainty Avoidance
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This factor in the cultural dimensions theory revolves around understanding the scope of
ambiguity and uncertainty tolerance. High level of uncertainty index represents a culture with
low tolerance for ambiguity and risk taking. Unknown variables in the workplace are eliminated
with rigid regulations. Low level of uncertainty index depicts the nature of acceptance of
ambiguity and encouraging risk taking. Relaxation in rigid regulations is part of culture with low
level of uncertainty avoidance.
Brazil has high level of uncertainty avoidance which showcases the need of strict
regulations, bureaucracy and legislations to create structured lifestyle. Demonstrations of
emotions is common among such society and workplace construct more rules if the existing
legislation is not followed (França and Hershey, 2018).
Australia has moderate level of uncertainty avoidance which indicates risk taking ability
as well as implementation of regulations for minimisation of ambiguity.
Long-term orientation
Time horizon perspective of the culture from long-term orientation to short term
orientation is part of this dimension. Long term orientation involves focusing on long-term
growth instead of gratification for short-term achievement and traits such as perseverance and
persistence are part of cultures which have high level of long term orientation. Culture with low
long-term orientation have tendency to concentrate on short-term gains (Oumlil and Balloun,
2017).
Brazilian culture has low level of long-term orientation which depicts respect of
traditions and focus on securing short-term gains as compared to long-term attainments.
Australia similarly has low level of long term orientation and quick results are expected
from employees in terms of workplace and respect for traditions is common.
Indulgence
Understanding level of restraint or indulgence of a culture is part of this dimension of the
theory. High level of indulgence is related to open gratification and emphasis on enjoying life.
Low level of indulgence creates culture which subdues need for gratification through regulations
(Swoboda and Batton, 2019).
Both Brazilian and Australian culture have high level of indulgence. Leisure, enjoying
lifestyle and optimism are main features of this type of culture.
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Literature review on cultural comparison between Australia and Brazil
As per the views of Shofner (2021), one of the primary factor which depict cultural
difference between two countries is the presence of high context culture or low context culture.
High-context cultures will use communication that focuses on underlying context, meaning, and
tone in the message, and not just the words themselves. On the other hand low cultures prefer
communication which provides explicit details to reduce confusion and miscommunication.
Under this type of communication any unclear message has drastic impact on business firm.
Brazil is considered to be high context culture while Australia is part of countries which have
low context culture (COMMUNICATING IN HIGH CONTEXT VS. LOW CONTEXT
CULTURES, 2021).
The differences between Australian and Brazilian work culture can be understood by
understanding the characteristics of high context and low context culture. The primary
characteristic of high context culture is similarity. High context cultures have same level of
educational qualifications, shared ethnic backgrounds, history. Brazilian share high level of
similarity in ethnic background and shared history which plays a role in communication as
messages are contextualised by assumption of similar thinking and that the receiver will
understand implicit meaning in speech or writing due to this similarity. Comparing this to
Australia which is low context culture which has individuals from diverse backgrounds
restricting similarity communication method which is not dependent on implicit meaning is
opted. In addition to this workplace communication is affected by the low context culture of
Australia as regulations are implemented to ensure clarity in communication which does not
assume that receivers have an understanding of implicit meaning due to shared history or
background as the culture is diverse and individualistic.
In addition to this another factor which distinguishes low context culture and high context
culture is the usage of indirect communication in daily life. This difference is also present in
cultural comparison of high context Brazilian culture and low context Australian culture.
Workplace communication in case of high context culture such as Brazil is highly reliant on
indirect modes of communication such as body language, tonal changes and facial expressions.
In comparison to low context culture such as Australia effective communication is dependent on
clarity of communication so that it can be understood by everyone. In addition to this in high
context culture communication based around implied meanings helps in building strong bonds
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between individuals which is facilitated thorough common knowledge of shared pasts and
histories of employees,. On the other formal communication is the preferred way of
communication in low context culture as it prevents usage of indirect communication, facilitates
clear communication and eliminates communication on the basis of implied meaning.
Analysis of application of learning to enhance management process in future
The first step in enhancing management process to fit cultural environment of Brazil is to
adopt bureaucratic management approach in order to create rules and regulations in accordance
with the high power index of the Brazilian culture. This management approach emphasises the
importance of rational decision making instead on using emotional factors to drive decision
making or other business process of the company (Thomas, 2019).
In addition to this construction of hierarchical organisational structure to ensure presence
of authority is another change in management process which fits Brazilian culture. This is
because in Brazilian culture which has high level of power distance index presence of authority
is accepted and respected. In line with the changes is the adoption of autocratic management
process which further facilitates creation of authority, rigid hierarchies and ensures
implementation of rules and regulations. Developing short term goals for the workplace is
another change from the long-term orientation culture of Australia. This is implemented because
Brazil has short-term orientation which involves focusing on short term goals.
Collectivism is another feature of Brazilian culture as informed by Hofstede’s cultural
dimensions theory. This states that the country is formed of closely knit groups and attainment of
group objectives is preferred instead of opting for attaining personal objectives of employees.
This means that the major change in management process is to build a clan organisational
culture. Employees support and collaborate with each other in a clan organisational culture.
Business firms with clan culture are highly responsive and prioritize employee engagement over
consumer service (Rezaei, Allameh and Ansari, 2018). By development of clan organisational
collectivist features of organisational culture of Brazil will have positive impact on management
process. Australian culture of individual employees in which self-reliance is prioritised needs to
be eliminated in order to develop group dynamics which are effective in Brazilian culture.
Apart from this the last change in management process which needs to be taken in the
view of Brazilian culture is promotion of indirect and informal communication which is based on
knowledge of similar pasts. This is because Brazil has high context culture. This can be
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conducted by giving cultural training to expatriate employees so that they gain knowledge about
indirect communication methods in Brazil along with information about histories, ethnic
knowledge and cultural intricacies which for the high context culture of Brazil. This will help
them navigate in high context Brazilian culture effectively.
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CONCLUSION
From the above report it is determined that the Hofstede’s cultural dimensions theory
plays an important role in understanding cultural differences between nations. The dimensions
present in this theory provide profound understanding of culture of specific region which is used
to compare workplace culture of different nations. Low context culture and high context culture
is another difference between national cultures which needs to be addresses by business firms in
order to ensure that related management actions are taken to effectively supervise employees in
regions with different cultural context. Traits of low culture context regions include emphasis on
indirect communication and usage of implications in communication based around similarity.
High context communication focus on communicating directly with emphasis on reducing
unclear messages or communication so that every individual can understand the message without
the need of similarity. It is important to change managerial practices on the basis of high context
or low context culture to ensure that the communication method selected by the management
compliments the type of culture.
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REEFRENCES
Books and Journals
Blasko, D. G., Kazmerski, V. A. and Dawood, S. S., 2021. Saying What You Don't Mean: A
Cross-Cultural Study of Perceptions of Sarcasm. Canadian Journal of Experimental
Psychology, 75(2).
Borges, R., Bernardi, M. and Petrin, R., 2019. Cross-country findings on tacit knowledge
sharing: evidence from the Brazilian and Indonesian IT workers. Journal of Knowledge
Management.
França, L. H. and Hershey, D. A., 2018. Financial preparation for retirement in Brazil: A cross-
cultural test of the interdisciplinary financial planning model. Journal of cross-cultural
gerontology, 33(1), pp.43-64.
Goularte, A. D. C. and Zilber, S. N., 2019. The moderating role of cultural factors in the
adoption of mobile banking in Brazil. International Journal of Innovation Science.
Oumlil, A. B. and Balloun, J.L., 2017. Cultural variations and ethical business decision making:
a study of individualistic and collective cultures. Journal of Business & Industrial
Marketing.
Rezaei, A., Allameh, S. M. and Ansari, R., 2018. Effect of organisational culture and
organisational learning on organisational innovation: an empirical
investigation. International Journal of Productivity and Quality Management, 23(30.
pp.307-327.
Swoboda, B. and Batton, N., 2019. National cultural value models and reputation of
MNCs. Cross Cultural & Strategic Management.
Thomas, T., 2019. Reorienting bureaucratic performance: A social learning approach to
development action (pp. 13-30). Routledge.
Online
COMMUNICATING IN HIGH CONTEXT VS. LOW CONTEXT CULTURES, 2021.
[ONLINE] Availbel through <
HTTPS://WWW.UNITEDLANGUAGEGROUP.COM/BLOG/COMMUNICATING-
HIGH-CONTEXT-VS-LOW-CONTEXT-CULTURES>
Country Comparision, 2021. [Online] Available through
<https://www.hofstede-insights.com/country-comparison/australia,brazil/>
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