Impact of European Management Style on Brazilian Business Culture

This essay examines the influence of European management styles on Brazilian business practices, utilizing Hofstede's dimensions to analyze cultural differences. It highlights how factors like power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence shape management approaches in Brazil. The study also explores the impact of EU-Brazil trade relations, emphasizing the exchange of goods and the potential for further commercial bonding. The conclusion underscores the significant influence of European management on Brazilian business culture, particularly in areas of trade, regulation, and organizational behavior, while also noting the need for Brazilian companies to adapt to changes such as Brexit.

International Business 1
International Business

International Business 2
Contents
Introduction......................................................................................................................................3
European management style influence on Brazilian management practices...................................3
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

International Business 3
Introduction
The cultural background and standard of thinking of each country are different from each other,
and the differences in cultures strongly impact the business world. The practices of the
management are carried out by many organizations which start and improve through the
interactions between the people included. The purpose of this assignment is to evaluate the
cultural differences between countries emphasizing the Brazilian and Europe. Brazil is featured
by diverse culture and geography; it has been the medium of vital natural resources in its 510
years of history (Brainard and Martinez-Diaz, 2009). Brazil is the largest country of South
America not only in terms of population but also in the area. The culture of Brazil will be
demonstrated by taking help of Hofstede’s dimension, which covers six dimensions.
European management style influence on Brazilian management practices
The management practices of Brazil are different from other nations as it has adopted dominant
management practices. Managers are expected to change and they give direct instruction to the
subordinates with expecting that these would be followed by them without any debate (World
Business Culture, 2019).

International Business 4
Figure: Cultural factors of Brazil
Source: https://www.hofstede-insights.com/country-comparison/brazil/
To analyse the management practices of Brazil, Hofstede analyses are taken into consideration
in order to analyse the European management style influence on Brazilian management
practices. It covers 6 dimensions such as power distance, individualism, masculinity, uncertainty
avoidance, long term orientation, and indulgence. Each factor has its own importance and it is
vital for the management to consider its aspect in the context of providing better services to the
employees. Six dimensions of Hofstede are mentioned below:
Power Distance
It is the dimension that involves the fact that all people in societies are not equal; it shows the
attitude of the cultural in the context of the inequalities amongst us. The score of Brazil in this
factor is 69 that reflect a society that believes hierarchy should be honored and inequalities
should be accepted by the societies (Hofstede’s Insight, 2019). The management practices in
Brazil show respect to elders and there is one boss in the companies who take all responsibility.
Individualism
The score of Brazil in Individualism is 38 which elaborates that people of this country are
integrated into strong. It is a vital aspect in the working environment to help each other. The
management practice of Brazil is built a trustworthy and enduring relationship: a meeting
generally begins with normal conversations for the purpose of getting knowledge of each other
before doing business (Hofstede’s Insight, 2019).
Masculinity

International Business 5
A high score on this dimension elaborates that the society will be motivated by competition,
attainment and success. Feminine score on this dimension is low that depicts dominant values in
society. Brazil scores 49 that shows the management practice of the business is intermediary due
to European management style (Hofstede’s Insight, 2019.
Uncertainty avoidance
The score of Brazil is 76 and in all high uncertainty avoidance societies, rules, bureaucracy and
laws are vital to making the safer world. It is necessary for Brazilians to have an effective
environment of working and due to the high score in this dimension; Brazilians are so passionate
and demonstrative people (Hofstede’s Insight, 2019).
Long term orientation
Long term orientation is the dimension that depicts society has to maintain some connections
with its own past at the time of dealing with confronts of the present and future. Brazil has 44
scores on this dimension (Hofstede’s Insight, 2019).
Indulgence
It is the dimension that is elaborated as the level to which people endeavour to control their
desires and impulses, on the bases of the way that they were increased. The score of Brazil is 59
as it as an indulgent society. People in societies distinguished by a huge score in indulgence
majorly display a willingness to make realize their impulses and wants in the context of enjoying
life (EN, 2016).
Example of a case study

International Business 6
The impact of European management put positive impact over the Brazilian management style as
EU motivates Brazil to minimize tariff and non-tariff barriers, and to develop a stable and more
open regulatory environment for European traders and investors. Brazil is the country that is the
main economic partner of EU (Valle, 2008). However, the fact is that Brazil is liable for less than
1% of total European exports and imports, signifying that there is huge potential in commercial
bonding by Brazil. The role of Brazil is huge in supplying raw materials and food to European
companies in order to meet the demand of Brazil for equipment, chemical products and
machinery. It should be harassed the actual fact that, although around 50% of Brazilian exports
of goods to the EU are commodities of goods to the EU (Ardichvili, Jondle, Kowske,
Cornachione, Li and Thakadipuram, 2012). Brazil is more focused on exporting the machinery,
aircraft and steel to EU. It depicts that the management style of EU put impact over the
management practice of Brazil as the exchange of goods and import and exports services are
dependent on each other.
Due to Brexit, it is necessary for Brazilians companies to review any remaining agreements
which include investments, companies, imports and exports of the UK, for the purpose of
evaluating that if there is any result of these agreements (European Commission, 2018). Impacts
can remain because of the expected changes in laws and legislation after the Brexit, because of
the decrease in incentives and financing programs, along with other evaluations that can impact
the implementation of the agreement. The management practices will be impacted because of the
difference in culture as people of Brazil is having a different tendency to handle the tasks

International Business 7
Conclusion
It can be concluded from the above discussion that the impact of European management style
put influences over the management style of Brazil. The discussion has been made on the
Hofstede’s dimension in which the culture of Brazil has been defined by taking consideration of
six aspects of the Hofstede model. The example has been given in the context of providing
efficient knowledge regarding the relationship between European management and Brazil
management because there are many things that are importing and exporting to each other.

International Business 8
References
Ardichvili, A., Jondle, D., Kowske, B., Cornachione, E., Li, J. and Thakadipuram, T., 2012.
Ethical cultures in large business organizations in Brazil, Russia, India, and China. Journal of
Business Ethics, 105(4), pp.415-428.
Brainard, L. and Martinez-Diaz, L. eds., 2009. Brazil as an economic superpower?:
understanding Brazil's changing role in the global economy. Brookings Institution Press.
EN, 2016. Brazil and the EU. Available [online]
https://eeas.europa.eu/delegations/brazil/986/brazil-and-eu_en Accessed on 18th March 2019.
European Commission, 2018. Country and Regions. Available [online]
http://ec.europa.eu/trade/policy/countries-and-regions/countries/brazil/ Accessed on 18th March
2019.
Hofstede’s Insight, 2019. Country Comparison. Available [online] https://www.hofstede-
insights.com/country-comparison/brazil/ Accessed on 18th March 2019.
Valle, V.M., 2008. Interregionalism: A Case Study of the European Union and Mercosur
1.available [online] https://warwick.ac.uk/fac/soc/pais/research/researchcentres/csgr/garnet/
workingpapers/5108.pdf Accessed on 18th March 2019.
World Business Culture, 2019. Brazilian Business Management Style. Available [online]
https://www.worldbusinessculture.com/country-profiles/brazil/culture/business-management-
style/ Accessed on 18th March 2019.

International Business 9