The aim of this case study is to build a cultural guideline for the managers in a medium-sized mechanical engineering business in south Germany working in Brazil. The guideline is based on Hofstede’s, Hall’s, and Rotter’s concept to evaluate cultural differences between Germany and Brazil.
Globalization is used to describe the interdependence of the world’s economies and cultures. These global interactions did reach its peak in the 19th century through technical breakthroughs such as steamships, railroads leading to an increase in human interactions throughout borders. Globalization did encourage the aspect of comparative advantage, meaning that each country can specify on products which require the least amount of resources. Trading these resources makes the production more efficiently, lowers the prize of goods and is daily practiced. Modern global economy makes intercultural cooperation indispensable for companies. International businesses face difficulties coming from a lack of intercultural understanding. Without the briefing on the cultural differences, misunderstandings and conflicts can occur easily. To keep up with the rising demand of intercultural interactions, it is mandatory to understand different cultures, values and their impact on the organizational operations within them. One of the most important tasks of a manager is to do the same task all over the world, but change how they do it. The strategy, structure, and actions suitable for the cultural background must change regarding the different cultural environment the manager is working at. In order to achieve organizational goals it is inevitable to adapt these aspects based on the socio-cultural environment. This goal can be achieved by cross-cultural management. Many studies have been obtained to answer conflicts arising from cross-cultural interactions. One aspect of addressing the roots of the cross-cultural conflicts is described by the dimensional approach by introducing multiple dimensions. Rotter defines national culture according to their locus of control (LoC) and uses a one dimensional model. Another approach to address cultural differences defined by Edward T. Hall does include the aspect of communication. The main focus here is on the verbal, as well as non-verbal communication and build on a three dimensional model. Hofstede explained the national culture according to a six dimensional model.
Table of Contents
- 1. Introduction
- 2. The historical profile of Germany and Brazil
- 3. Cultural comparison between Germany and Brazil
- 3.1. Cultural dimensions according to Edward T. Hall
- 3.1.1. Cultural comparison between Germany and Brazil on Hall's model
- 3.2. Cultural dimensions according to Geert Hofstede
- 3.2.1. Cultural comparison between Germany and Brazil on Hofstede's model
- 3.3. Cultural dimensions according to Julian B. Rotter
- 3.3.1. Cultural comparison between Germany and Brazil based on Rotter's model
- 3.1. Cultural dimensions according to Edward T. Hall
- 4. Conclusion
Objectives and Key Themes
This case study aims to create a cultural guideline for managers in a medium-sized German mechanical engineering company working in Brazil. The guideline utilizes the cultural frameworks of Hofstede, Hall, and Rotter to analyze and compare the cultural differences between Germany and Brazil, focusing on their impact on business operations.
- Cultural Dimensions and their application in cross-cultural management
- Comparative analysis of German and Brazilian cultures using established models
- The influence of historical context on national cultures
- Impact of cultural differences on business communication and interactions
- Development of a practical cultural guideline for improved intercultural cooperation
Chapter Summaries
1. Introduction: This chapter introduces the concept of globalization and its impact on intercultural cooperation in international businesses. It highlights the challenges arising from a lack of intercultural understanding and emphasizes the importance of cross-cultural management for achieving organizational goals. The chapter sets the stage for the case study by outlining the use of dimensional approaches (Hofstede, Hall, and Rotter) to analyze cultural differences between Germany and Brazil, with the ultimate objective of creating a cultural guideline for German managers working in Brazil.
2. The historical profile of Germany and Brazil: This chapter provides a brief overview of the historical development of Germany and Brazil, highlighting key events that have shaped their respective national identities and cultural values. For Germany, the focus is on the impact of World War II and the subsequent division of the country, which has had a profound effect on national pride and cultural sensitivities. For Brazil, the chapter traces the historical influences of Portuguese colonization and subsequent periods of military and civilian rule, emphasizing the enduring impact of Portuguese culture on Brazilian society.
3. Cultural comparison between Germany and Brazil: This chapter delves into a comparative analysis of German and Brazilian cultures, utilizing the theoretical frameworks of Hofstede, Hall, and Rotter. It begins by defining national culture and outlining the various aspects of culture relevant to business interactions (communication styles, negotiation strategies, decision-making processes, and perceptions of hierarchy). The chapter then systematically explores the three chosen models, applying each to highlight the specific cultural differences between Germany and Brazil in a business context.
Keywords
Cross-cultural management, Germany, Brazil, cultural dimensions, Hofstede, Hall, Rotter, intercultural communication, business etiquette, globalization, national culture, high-context vs. low-context communication, monochronic vs. polychronic time, locus of control.
FAQ: Cultural Guideline for German Managers in Brazil
What is the purpose of this document?
This document provides a comprehensive cultural guideline for managers in a medium-sized German mechanical engineering company working in Brazil. It aims to improve intercultural cooperation by analyzing and comparing the cultural differences between Germany and Brazil.
What cultural models are used in this analysis?
The analysis utilizes the established cultural frameworks of Geert Hofstede, Edward T. Hall, and Julian B. Rotter to compare and contrast German and Brazilian cultures. These models provide a structured approach to understanding cultural dimensions and their impact on business interactions.
What aspects of culture are considered?
The analysis considers various aspects of culture relevant to business interactions, including communication styles, negotiation strategies, decision-making processes, and perceptions of hierarchy. The influence of historical context on national cultures is also examined.
How does the document structure its analysis?
The document is structured into four chapters. Chapter 1 introduces the concept of globalization and the importance of cross-cultural management. Chapter 2 provides a brief historical overview of Germany and Brazil. Chapter 3 delves into a comparative cultural analysis using the Hofstede, Hall, and Rotter models. Chapter 4 concludes the study.
What specific cultural differences are highlighted?
The specific cultural differences highlighted depend on the application of the Hofstede, Hall, and Rotter models. The document compares and contrasts German and Brazilian cultures across various dimensions, such as high-context vs. low-context communication, monochronic vs. polychronic time, and locus of control. The impact of these differences on business communication and interactions is also analyzed.
What is the ultimate goal of this cultural guideline?
The ultimate goal is to provide German managers working in Brazil with a practical cultural guideline to enhance their intercultural understanding and improve the effectiveness of their work within a Brazilian context. This involves fostering improved communication, successful negotiations, and more effective collaboration overall.
What are the key themes explored in the document?
Key themes include cultural dimensions and their application in cross-cultural management, a comparative analysis of German and Brazilian cultures using established models, the influence of historical context on national cultures, the impact of cultural differences on business communication and interactions, and the development of a practical cultural guideline for improved intercultural cooperation.
What keywords are associated with this document?
Keywords include cross-cultural management, Germany, Brazil, cultural dimensions, Hofstede, Hall, Rotter, intercultural communication, business etiquette, globalization, national culture, high-context vs. low-context communication, monochronic vs. polychronic time, and locus of control.
- Quote paper
- Stonia Thorand (Author), 2021, Cultural difference between Germany and Brazil in a business background, Munich, GRIN Verlag, https://www.grin.com/document/1164861
