Cross Culture Management For Business Transaction Between Brazil And China

About Brazil and China

Describe about the Cross Culture Management for Business Transaction In Manner.

In this paper, we are going to focus on the cultural differences between Brazil and China. The study is carried out on the backgrounds, the way of thinking, cultural differences, and being and acting which helps in influencing the aspect of working practice in business world of Brazil and China. The research is on analysing the impact of culture on the business tactics. “The culture is defined as the different pattern in ideas, norms, and belief which focuses on relationship in the society or with other society” (Johnsons, 2009). These beliefs assumed to be natural and unchangeable.” Culture can also view as the transmission of behaviour from one generation to another” (Senay, 2011). The culture of the people depends on three factors such as tradition of the people, transmission of implicit and explicit pattern by using symbols and distinguishing achievement by implementing human group. The core value of the culture is the combination of traditional ideas and the value attached to those ideas. It works on constituting the action and their impact on further action. “The cultural difference depends on two pillars which are named as personal moral development and authorization power of the leaders” (Belokar, 2012). No scientific standard have been developed to study the differences in thinking, feeling, and acting of different groups because every group is associated with different ideas, values, and beliefs. The international business and culture are associated with different societies which may have impact on the culture, social changes, cultural background of people, and objective study of cross cultural communication helps in evaluating the cultural differences in carrying out successful business transaction in effective manner.

About Brazil and China:

From the research and literature review, it has been analysed that Brazil is composed of cultural and geographical diversification. It is the largest and most populated country of South America.” The culture of Brazil is usually affected by cultural values of Portuguese, indigenous, and African” (Perkins, 2015). The stability of the people depends on the social culture of the nation. The stability of the people depends on the social culture of the nation.  Brazil is a country rich in diversity.it has a good combination of the races and the ethnicities. “The stability of the people depends on the social structure of the family” (Mark, 2011). No scientific standard have been developed to study the differences in thinking, feeling, and acting of different groups because every group is associated with different ideas, values, and beliefs. The individual develops the social network to manage relationship with their family. Class System is also followed in Brazil. Skin difference is observed in the culture of the residing people of the nation.

Economic Relationship between Brazil and China

China is considered as cultural heritage country. The cultural interaction must not be overlooked for the country. The population of the country shows the different characteristics pattern in accordance with values, behaviour, and believes. “From 1970, china is working on the policy of family planning for bringing population under control” (Shacklett, 2015). The country believes on reforming and developing opening policies for establishing social market economy. The international business and culture are associated with different societies which may have impact on the culture, social changes, cultural background of people, and objective study of cross cultural communication helps in evaluating the cultural differences in carrying out successful business transaction in effective manner. “The Chinese culture focuses on developing relationship with individual because it is treated as the relationship has been developed with the entire organization” (Jin, 2015).

Economic Relationship between Brazil and China:

The population of the country shows the different characteristics pattern in accordance with values, behaviour, and believes. The difference in culture may affect the acceptance of information. Culture can be defined as the way of living standard, behaving, and thinking. Negotiating is the time taken process for the Brazilians. Reviewing of the document is the core process of the business. “Decision making authority is provided to the person who is sitting on the top position of the Company” (Christini, 2011). “Legal documentation is the central part of the business” (Thomsons, 2013). From starting to end of the project, negotiating team cannot be changed. Informal communication is followed in handling meeting and conference. Brazilians believes on developing relationship with other people. The personal and professional communication is highly focused on developing relationship between the individuals. “Personal relationship is the core part of culture of Brazilians” (Brown, 2011). The success of the business depends on the personal relationship developed between the employer and the employees. The effects which have been researched on both the counties due to the cultural difference are listed in the table below:

Factors	Description
Social Cohesion	Orientation of intercultural differences Integration of culture
Innovation and creation	Development of new and unfamiliar ideas Opportunities provided to the new organization Limit the entrepreneur risk Development of artistic model for testing
Education	Perspective view of individual on education Building and enhancing capacity of knowledge Intercultural education should be provided
Well-being and health	Development of Psychological well-being Effectiveness and prevention therapy Cohesion with the families and development of relationship with others Health beliefs
Sustainability	Effectiveness in recycling of the waste Development of responsibility in socio-environment Willingness to spend money on greenery Sustainability in population growth
Economic influences	Innovation in the competition between business Creativity in cultural values Opportunities provided on the basis of cultural resources Cultural sponsorship
Communication and interaction	Languages Behaviour of the individual Promotion to the minorities
Society and social behaviour	Capacity of taking action can be enhanced Creation of retaining identities Modification in the values Preference given to the collective choice Development in the social cohesion Contribution to the development of integrated community Participation of the individual

 

In Hofstede, the cultural dimensions are distinguish on the basis of five modules which are named as Power Index, Individualism, Masculinity, uncertainty, and long term orientation. From the research five independent dimensions have evolved for differentiating the cultural difference between the two countries. The culture of the nation can be evaluated by measuring the difference of culture by making use of assessment tools which can be categorised as development of trust, belief, honesty, and integrity among individual, effectiveness of the leadership, balancing relationship with the stakeholders, Development of mission, values, and vision, and processing of the integrity.

Culture Dimensions of Hofstede, Trompenaars, and Halls

The dimensions are described below:

Power index distance: The PDI score gives the degree of differentiation between people in terms of equality and inequality. The higher score of PDI indicates the difference in wealth and power among individual. The lower score indicates the social inequality. Hierarchical relationship is usually seen in the culture.

Individualism: The score of individualism indicates the importance of individual in relation with cultural values. A high score of individualism indicates that the focus of the country is on the cultural values of the individual. The lower value indicates that the values are associated with the group such as family, tribe, and nation.

Masculinity: The traditional role of the male and female can be predicted by the degree to which the reinforcement occurs in the culture. The high score of masculinity indicates more discrimination between male and female genders of the country. The low score of masculinity indicates less discrimination between male and female genders of the country. Masculine culture usually depends on power of competition, accumulation of wealth, and ambition. Feminine culture usually depends on power of developing relationship and maintaining quality of life

Uncertainty Avoidance: Uncertainty avoidance is usually associated with the level of uncertainty tolerance and ambiguity. The societies are dependent on the development of rules and regulations. A low score of the country signifies that the ambiguity and uncertainty are not highly focused. When the country is not dependent on rule than it can easily change its policies according to the acceptable changes required in the country.

Long Term Orientation: This phenomenon is mainly concerned with the future planning of the country. The long term orientation of the country is usually valued with perseverance.

The table below shows the ranking of the two counties i.e. Brazil and China.

Country	PDI	IDV	MAS	UAI	LTO
Brazil	69	38	49	76	65
China	80	20	66	30	118

In Trompenaars, the culture difference can be measured in terms of universalism-particularism, specific-Diffuse, achievement-Description, Time perspective relationship with regards to environment, individualism-Communitarianism, and neutral-emotional. The ethical culture of the business helps in aligning the formal structure of the business, development of processes and policies, development of training and development program, ethical behaviour of the top leadership based on values. “It focuses on inspiring the population of the nation to follow the ethical standard of the country” (Barbosa, 2014). The cultural difference depends on two pillars which are named as personal moral development and authorization power of the leaders. The business culture follows the characteristics such as paternalistic, particularistic, Universalistic, collectivistic, individualistic, formal, and informal.

Country	Paternalistic	Particularistic	Universalistic	Collectivistic	Individualistic	Forma	Informal
Brazil	Yes	Yes		Yes			Yes
China	Yes	Yes		Yes		Yes	Yes

The culture of the nation can be evaluated by measuring the difference of culture by making use of assessment tools which can be categorised as development of trust, belief, honesty, and integrity among individual, effectiveness of the leadership, balancing relationship with the stakeholders, Development of mission, values, and vision, and processing of the integrity.

In Halls, the culture of the Brazil and China are differentiated in terms of context, time, and space. The time spending for developing relationship is followed in china but not in Brazil. The exchanging of the business card is treated as exchanging of information in China but the same is not followed in Brazil. The Chinese culture focuses on developing relationship with individual because it is treated as the relationship has been developed with the entire organization. In the Brazilian culture, they give more importance to the development of relationship with the individual. Interruption is not tolerated in china during communication whereas Brazilian can tolerate the interruption of other people. Kissing, hugging, and backslapping are the important forms of greeting in Brazil whereas Handshaking is usually preferred in China.

Cultural Similarities between Brazil and China:

Both the countries depend on the process of socialism to get the knowledge about the organization that they are going to start with.

Considerable amount of time should be spent for developing relationship with the individuals. The success of the business depends when the relationship of trust develops between the people of the organization.

The level of hierarchy is followed in differentiating the authorities to the persons.

Criticising and insulting others is treated as an offence.

Negotiation with people generally preferred in both the countries. The organization negotiation is not followed in both the countries.

The emphasis is given on face to face communication rather than written communication for carrying out business agreement. They beliefs on preparing legal contracts with the business partner.

The development of relationship is the core part of the culture of both the countries.

Analysis of cultural aspect in Brazil:

The working practice of Brazilian is effective when they know about the business with whom they are associated. “To start the business with Brazilian it has been noticed that the negotiation should be carried out to start the project and building relationship” (Andrew, 2009). The emphasis is given on face to face communication rather than written communication for carrying out business agreement. The working of Brazilians involves preparing legal contracts with the business partner. They give more importance to the people or individual than the organization with which deal has been done. They preferred doing business with the individual or organization whom they know before. All the decision is taken by the person who is sitting on the highest position of the companies. The Brazilian follows the system of hierarchy. Kissing, hugging, and backslapping are the important forms of greeting. Informal communications do not follow any standard for protocol. Brazilian can tolerate the interruption of other people. Business cards are used for introducing the persons attending the meeting to one another.

Analysis of Cultural aspect in China:

China works on ethical system which includes respecting superiors, performing family’s duties, loyalty towards friends, and the pillars of sincerity and courtesy. Respect and status can be increased with the increase in the age of the individual. Business cards are used for introducing the persons attending the meeting to one another. The core value of the culture is the combination of traditional ideas and the value attached to those ideas. It works on constituting the action and their impact on further action. The business card is carefully examined by the recipient. If the business card is not read by the recipient properly then it is treated as a breach. Handshaking is the normal form giving greeting to other people. No circulation of expensive gifts in usually followed in working practice. Criticising and insulting others is treated as an offence. The virtues of china culture depend on loyalty, duty, sincerity, filial piety, honour, seniority, respect for age, and others. The stability of the society depends on developing harmonious relation between individuals. The development of relationship plays an important role in the success of the business.

Conclusion:

The study is carried out on the backgrounds, the way of thinking, cultural differences, and being and acting which helps in influencing the aspect of working practice in business world of Brazil and China. The culture is defined as the different pattern in ideas, norms, and belief which focuses on relationship in the society or with other society. From the research and literature review, it has been analysed that Brazil is composed of cultural and geographical diversification. The China believes on reforming and developing opening policies for establishing social market economy. The virtues of culture depend on loyalty, duty, sincerity, filial piety, honour, seniority, respect for age, and others. The stability of the society depends on developing harmonious relation between individuals. The ethical culture focuses on inspiring the population of the nation to follow the ethical standard of the country. The core value of the culture is the combination of traditional ideas and the value attached to those ideas. The difference in culture may affect the acceptance of information. Culture can be defined as the way of living standard, behaving, and thinking.

References:

Johnsons, S. (2009). Cultural differences between countries: the Brazilian and the Chinese way of doing business. 1st ed. [ebook] Available at: https://www.pucsp.br/icim/ingles/downloads/papers_2010/part_9/32_Cultural%20Differences%20Between%20Countries%20The%20Brazilian%20and%20the.pdf [Accessed 10 Dec. 2016].

Senay, A. (2011). Cultural values and creativity: A two country comparison between United States and South Africa. 1st ed. [ebook] Available at: https://digitalcommons.unf.edu/cgi/viewcontent.cgi?article=1352&context=etd&sei-redir=1&referer=https://www.google.co.in/url%3Fsa%3Dt%26rct%3Dj%26q%3Dresearch [Accessed 10 Dec. 2016].

Belokar, R. (2012). National cultural differences and multinational business. 1st ed. [ebook] Available at: https://www.aacsb.edu/~/media/AACSB/Publications/CDs%20and%20DVDs/GLOBE/readings/national-cultural-differences-and-multinational-business.ashx [Accessed 10 Dec. 2016].

Perkins, J. (2015). Agriculture trade liberalization and rural poverty: Brazil and china compared. 1st ed. [ebook] Available at: https://www.google.co.in/url?sa=t&rct=j&q=research%20paper%20pdf%20on%20cultural%20difference%20between%20china%20and%20b [Accessed 10 Dec. 2016].

Mark, S. (2011). Are Brazilian and American Cultures really different. 1st ed. [ebook] Available at: https://www.serialsjournals.com/serialjournalmanager/pdf/1436420556.pdf [Accessed 10 Dec. 2016].

Andrew, L. (2009). A cross culture comparison of Brazil, Russia, India, and China on Negotiation style. 1st ed. [ebook] Available at: https://www.krepublishers.com/02-Journals/T-Anth/Anth-19-0-000-15-Web/Anth-19-2-000-15-Abst-PDF/T-ANTH-19-2-457-15-1177-Tu-Yu-Te/T-ANTH-19-2-457-15-1177-Tu-Yu-Te-Tx[16].pmd.pdf [Accessed 10 Dec. 2016].

Brown, V. (2011). China, India, Brail, and South Africa in the world economy. 1st ed. [ebook] Available at: https://core.ac.uk/download/pdf/6484075.pdf [Accessed 10 Dec. 2016].

Christini, O. (2011). Cultural Differences in business communication. 1st ed. [ebook] Available at: https://repository.cmu.edu/cgi/viewcontent.cgi?article=1149&context=tepper&sei-redir=1&referer=https://www.google.co.in/url%3Fsa%3Dt%26rct%3Dj%26q%3Dresearch%2[Accessed 10 Dec. 2016].

Thomsons, L. (2013). Cultural and Negotiation Strategy. 1st ed. [ebook] Available at: https://uwaterloo.ca/culture-at-work-lab/sites/ca.culture-at-work-lab/files/uploads/files/Neg%20J%202004Culture%20and%20Negotiation%20Strategy.pdf [Accessed 10 Dec. 2016].

Shacklett, D. (2015). Cultural Differences and similarities between China and Brazil. 1st ed. [ebook] Available at: https://link.springer.com/chapter/10.1057/978-1-137-54080-5_13 [Accessed 10 Dec. 2016].

Jin, X. (2015). Ethical culture in large business organization in BRIC. 1st ed. [ebook] Available at: https://disciplinas.stoa.usp.br/pluginfile.php/3505/mod_resource/content/1/2011.pdf [Accessed 10 Dec. 2016].

Barbosa, A. (2014). Economic Relationship between Brazil and China. 1st ed. [ebook] Available at: https://library.fes.de/pdf-files/iez/global/50190.pdf [Accessed 10 Dec. 2016].