Cross Cultural Management for entrepreneurship and branding in Brazil
Cross Cultural Management - Final Project Report
Group Members:
1) Bilal Muneer (13102)
Subject: Cross Cultural Management
Submitted to: Sir Mohsin
Date of Submission: 20th of December, 2013.
Table of Content
Content
Page Number
1- Defining the relative culture
Page 1
2- Strategic planning, business model and business conduct strategy
Page 4
3- Entrance strategy
Page 5
4- Human resource strategy and your approach to use of it
Page 6
5- Leadership style and leadership strategy
Page 7
6- SWOT and PEST analysis
Page 8
Page 1
1- The culture of Brazil:
Brazil’s culture is a friendly, open one that easily accommodates many ethnicities. Titles and the hierarchy they reflect are important in business situations, even though work processes are often carried out laterally, rather than along a top-down continuum. Relationships are key. Conversations can be lively and are sometimes interspersed with heated debate, disagreements, and interruption, but it’s all a normal part of cultural expression.
The Work Environment
The workplace in Brazil is changing. Modern companies are using lower height walls to promote interaction and increase everyone’s access to daylight. This is true even of executive areas. Office life, however, remains hierarchical. How comfortable employees are in communicating with their supervisors may depend on their education level4 as well as an employee’s level of security in his position. There are certain policies that are set by the government including work hours from 9:00 am to 6:00 pm. While work hours might be adjusted by mutual agreement between employee and supervisor6, there is still a mandated hour-long break for employees for lunch. Overtime work necessitates overtime pay. Employees must leave the secured work areas for their lunch break, and their building security badge tracks their entry and exit. This is important to the corporation given
Group Members:
1) Bilal Muneer (13102)
Subject: Cross Cultural Management
Submitted to: Sir Mohsin
Date of Submission: 20th of December, 2013.
Table of Content
Content
Page Number
1- Defining the relative culture
Page 1
2- Strategic planning, business model and business conduct strategy
Page 4
3- Entrance strategy
Page 5
4- Human resource strategy and your approach to use of it
Page 6
5- Leadership style and leadership strategy
Page 7
6- SWOT and PEST analysis
Page 8
Page 1
1- The culture of Brazil:
Brazil’s culture is a friendly, open one that easily accommodates many ethnicities. Titles and the hierarchy they reflect are important in business situations, even though work processes are often carried out laterally, rather than along a top-down continuum. Relationships are key. Conversations can be lively and are sometimes interspersed with heated debate, disagreements, and interruption, but it’s all a normal part of cultural expression.
The Work Environment
The workplace in Brazil is changing. Modern companies are using lower height walls to promote interaction and increase everyone’s access to daylight. This is true even of executive areas. Office life, however, remains hierarchical. How comfortable employees are in communicating with their supervisors may depend on their education level4 as well as an employee’s level of security in his position. There are certain policies that are set by the government including work hours from 9:00 am to 6:00 pm. While work hours might be adjusted by mutual agreement between employee and supervisor6, there is still a mandated hour-long break for employees for lunch. Overtime work necessitates overtime pay. Employees must leave the secured work areas for their lunch break, and their building security badge tracks their entry and exit. This is important to the corporation given