CULTURE AND MANAGERIAL IMPLICATIONS Name

Institution

Date

TABLE OF CONTENTS

Executive Summary....................................................................................................................... 3

Introduction...................................................................................................................................4

Negotiation Style...........................................................................................................................5

Negotiating Goal and Style.........................................................................................................5

Communication..........................................................................................................................6

Emotions.................................................................................................................................... 6

Bargaining.................................................................................................................................. 7

Decision Making.............................................................................................................................8

Communication style...................................................................................................................10

Protocol....................................................................................................................................... 12

Loyalty to the Company...............................................................................................................13

Gender Roles............................................................................................................................... 14

Rewards....................................................................................................................................... 15

Work Discipline............................................................................................................................16

Conclusion................................................................................................................................... 17

References................................................................................................................................... 18

Appendix......................................................................................................................................20

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EXECUTIVE SUMMARY

Globalization has presently made a number of businesses to get into newer markets,

which are generally composed of people with different cultures as well as practices. When

getting into the international markets, there is always the need for managers to understand the

operations of businesses in those international markets in different angles. This report

therefore, provides information to managers concerning the business operations within two

nations, India and Brazil.

A number of things will be looked at in this paper, and they include individualism versus

group orientation, the effects of culture on the negotiating styles of these cultures, how teams

are managed in the two nations and autocratic versus delegated leadership. In addition to this,

the paper will explore the mode of decision making in the two cultures, the style of

communication that is adopted by the two cultures, as well as the roles of gender roles within

the places of work.

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INTRODUCTION

For the success of international business, the role that is played by culture cannot be

overemphasized. Regardless of the sector a business is operating in, differences in culture have

direct effects on the profitability of the company. Therefore, there is the need for businesses to

enhance their knowledge concerning international differences as this has the capacity to build

global competencies besides enabling the organization to gain competitive edges in the

industry.

Businesses therefore need to have in mind the major factors, which have direct effects

on the performance of the business, and these generally include aspects of communication;

decision making, negotiating styles, individualism versus group orientation, and the

management of teams. The purpose of this report is to offer a comparison of the national

cultures of Brazil and India.

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NEGOTIATION STYLE

Negotiating Goal and Style

India

Within India, the major negotiation approach is the employment of distributive, as well

as contingency bargaining (Narlikar, & Narlikar, 2014). Whereas buyers are always in superior

positions, the two sides within the business deals generally own the role of reaching an

agreement. In addition, buyers anticipate long-term commitments from the business partners.

They majorly lay much emphasis on long-term benefits. Though the primary style of negotiation

is somehow competitive, the Indians generally value long-term relations. Besides, they are

always on the lookout for the win-win solutions. In some cases, they might generally appear to

pursue win-lose approaches, and in this case, focusing on mutual benefits generally pays.

However, there is the need for businesses to shun being highly confrontational. In case of a

dispute at any negotiation stage, resolution may be reached through the show of respect,

friendliness, as well as ability to compromise (Aswathappa 2010). At the same time, it is

significant to indicate commitment to the association, as well as refraining from the use of

logical reasoning and refraining from being argumentative because this can worsen the

situations. When there is friendliness, newer paths may be opened to reach amicable

agreements.

Brazil

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When negotiating within Brazil, leveraging relationships is of great significance.

Nonetheless, Brazilians always use distributive, as well as contingency bargaining. The main

style of negotiation is competitive. At the same time, Brazilians are always aggressive when

negotiating (Cellich, & Jain 2004). Whereas the proposals ought to point out the benefits to the

two parties that are negotiating, none of them ought to make attempts of winning competitive

advantages in a negative manner. It is vital to remain being non-confrontational besides

avoiding direct conflict all in the bargaining exchange (Pearson, & Stephan 1998).

COMMUNICATION

India

Negotiators in India always spend time to gather information and to discuss several details prior

to the start of the negotiation. Indians always share information openly in order to build trust.

However, this generally does not imply that that they willingly divulge everything that one may

want to know in the negotiation process. Negotiations may be very hard when a single side to

the negotiation appears to be concealing information (Katz 2006).

Brazil

Even if there are strong personal relationships, the Brazilian counterparts might be hesitant to

openly share information. A number of people hold on the belief that privileged information

results into a number of bargaining advantages. In addition, information, which may appear to

be irrelevant, might be reviewed repeatedly (Katz 2006).

EMOTIONS

India

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Negotiations are slow, as well as protracted. In a number of cases, delays are inevitable,

majorly when dealing with the bureaucracy of the government. All through the negotiation

process, patience is recommended, and besides, emotions should be controlled by individuals.

At the same time, one ought to have it in mind that there will be delays. Indians generally view

pushiness or impatience as rude. Indians always use a polychronic style of work. When they are

negotiating, they mostly employ holistic approaches, and besides, they might handle different

topics in a manner that is not orderly. The negotiators from cultures that are strongly

monochromic like Brazil, United Kingdom, Germany or the United States finds this a bit

irritating, annoying and confusing.

Brazil

Negotiations are slow, as well as protracted. A number of Brazilians always do not hurry.

Besides, they always dislike individuals who hurry. They observe impatience to be an indicator

of weakness and might even take it to be rudeness. For the achievement of the objectives,

several trips are always a common thing. Building of relationships, gathering of information,

bargaining, as well as decision making might take a longer time. Rushing the process is not

likely to generate superior results and might generally be observed to be offensive. All through

the process of negotiation, patience is recommended, and at the same time, there is the need

for individuals to control their emotions (Katz 2006).

BARGAINING

India

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Indians are generally shrewd negotiators. A huge chunk of them always love to bargain

and also to haggle, though they might not extensively do it like the other Asians. Bargaining

phase of the negotiations are always extensive.

Deceptive techniques are always employed, like telling lies, using fake non-verbal

messages, pretending not to be interested in the entire deal, or making demands, as well as

concessions that are false (Narlikar, & Narlikar 2014).

Brazil

Brazilians are generally used to hard bargains, however, they are not excessively fond of

haggling. Brazilians may be tough and in some cases, they may be highly aggressive negotiators.

Exchanges during bargains may be highly extensive. All through the process of bargaining, one

ought to remain being cool, as well as respectful. Besides, avoidance of confrontation is highly

recommended and the relationship should be reaffirmed frequently.

DECISION MAKING

India

In India, most of their companies are hierarchical in nature where employees expect to

perform their work within clear lines of authority, which are well established. It is unacceptable

to disagree with superiors in any way, which makes it also unacceptable to criticize their

leaders. The process of decision-making is very slow and it is normally a deliberate move that

has formed the culture of Indian companies. Often, the decision makes in Indian companies are

the top executives who are expected to take into consideration the best interest of the

organization when making their decisions. Before making the final decisions these executives

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are allowed to consult with other senior leaders in the organization. In the Indian working

environment, it is often for subordinates to feel reluctant to accept any type of responsibilities.

In addition to this, the decision makers rarely delegate their authority to others, which makes it

important to deal with the top senior executives. The Indian company setting allows very little

opening for any new ideas. Any employee who wants to be successful must give enough time

for the decision maker in addition to doing some lobbying with the known organization

influencers for positive results to be produced (Kazi 2012).

Despite the Indian businesspeople considering the universal principles of trade, they are

known also to consider the specific situation. It is in the nature of Indian business people to

consider personal experiences and feelings more than empirical evidence however, before

making final decisions they are known to fully consider all aspects. Indians are known to be

more convinced by arguments that are built on faith and feelings than arguments that are

based on presentation of facts and reasons. If an Indian believes that in due time any risk will

bare rewards, often an Indian will take a calculated risk. Despite all these, Indians are frequent

attributors of failure and success to factors associated with the environmental instead of taking

individual credits (Kazi 2012).

Brazil

In Brazil, many of the companies are hierarchical and similar to India; the employees expect to

work in an environment, which has clear lines of authority. The people who make decisions are

the top executives who often consider the best organization interests, which will lead to

achievement of goals and objectives. Often, the decision makers will not consult with others

however, it consultations happen from time to time. In addition to this, it is not the nature of

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Brazilian managers to delegate authority, as also gaining access to the top executives is often

very difficult. In most Brazilian organizations, dealing with subordinates who have less or no

authority is very common, but they can strongly influence the final decisions made, through

meetings in close doors. For one to become successful in these organizations, it is important to

maintain close relationships with crucial intermediaries (Katz 2006).

The process of decision making in these organizations is often a slow process, which requires

much patience on the part of stakeholders. Any attempts to put pressure on the decision

making process is unlikely to succeed in Brazilian organizations. In addition, when Brazilian

businesspeople are making decisions, they often fail to rely on the set laws and regulations and

unlike the Indians who apply universal principles, the Brazilian business people normally

consider the specific situation. Many Brazilians are reluctant to embracing change and are

therefore very reluctant in taking risks. For Brazilians to support decisions which seem risky,

one must use clever methods which will make them comfortable for example by outlining the

contingency plans that have been put in place, outlining the additional support areas or in other

situations offer warranties and guarantees (De Abreu, et al. 2011).

COMMUNICATION STYLE

Communication in India

Although Hindi is the official language across all of India, many of its states have different local

languages, some more than one. Almost all business people speak English well. However, it is

advisable to speak in short, simple sentences and avoid using jargon and slang. Unless they hold

senior positions, Indians, especially those in the southern and western parts of the country,

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usually speak in quiet, gentle tones. At times, they may even appear shy. Do not mistake this

for a lack of confidence. Their reticence and humility only reflect their politeness and respect

for others. Loud and boisterous behavior is oft en perceived as a lack of self-control. Loudness

may also be equated with dishonesty (Storti 2007). However, positive emotions may be shown

openly. Indians generally converse while standing around three feet apart. Because being

friendly is so important in this culture, communication is generally indirect. When responding to

a direct question, Indians may answer ‘yes’ only to signal that they heard what you said, not

that they agree with it. Open disagreement and confrontation are best avoided, so you may not

hear a direct ‘no.’ Instead, they may give seemingly ambiguous answers such as ‘I am not sure,’

‘we will think about it,’ ‘this will require further investigation,’ or ‘yes, but…’ Each of these could

mean ‘no,’ as does a ‘yes’ that sounds hesitant or weak. Use a similarly indirect approach when

dealing with Indians, as they may perceive you as rude and pushy if you are too direct. Polite

nods and smiles do not always signal agreement. Instead, they help preserve a friendly

atmosphere. It is in your best interest to give feedback in a positive and constructive spirit while

masking any negative feelings with a smile (Kapoor, et al. 2003; Katz 2006).

An Indian who considers you a superior may hesitate to give you direct feedback. Instead, the

person may tell you what he or she thinks you want to hear, especially when others are around.

This is a way to save face for you and the individual. Similarly, if asked to give constructive

feedback, people may resort to highlighting only the positives, in which case you should listen

carefully for what is not being said. Candid comments and criticism may only be conveyed in

private, and oft en indirectly through a third party. Similarly, it can be effective to deliver

negative responses to your negotiation counterparts through a third party, which is a more

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face-saving way. Respect levels of hierarchy when doing so, since Indians may take it very

negatively if you seem to be going around the chain of command. Gestures and body language

are usually much more extensive in India than in most other Asian countries (Sen

2007). However, avoid any physical contact with other people except for handshakes. Though

Copyright 2006, 2007, 2008 - Lothar Katz 3 elderly people may sometimes do so as a blessing,

you should avoid touching someone’s head, even with children. Hindus and Muslims consider

the left hand unclean, so use it only if inevitable. When pointing at people, use your chin rather

than a finger or your whole hand. Southern Indians may shake their head in a movement similar

to the western ‘no’ when they are signalling ‘yes.’ While Indians may make frequent eye

contact with peers, looking away is generally a sign of respect and does not convey insincerity

or dishonesty (Samovar, et al. 2014; Katz 2006).

Brazil

The official language used in Brazil Portuguese however it is somehow different with the one

spoke in Portugal. Many business people however speak in English, and it is important to have

an interpreter is needed. Brazilians do not like English sentences that have a lot of jargon since

they prefer short sentences with simple English. Depending on the situation, the

communication used in Brazil can be either direct or indirect. Often people do not engage into

open conflicts. In addition, it is not their nature to disagree openly (Katz 2006).

PROTOCOL

Indian

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The Indian etiquette greatly varies with the etiquette in Brazil on a number of ways as will be

explained. Greetings in India are largely influenced by religion, education and the social class an

individual occupies in the society. In the Indian culture, there is hierarchy where it is expected

that the elderly must be greeted first before the other people. Additionally, when Indians are in

a group, it is expected that each individual in that group is bid farewell individually instead of

doing at as a whole. For most Indians who live in cities they have adopted the act of shaking

hands, which is largely associated with the western culture. Because of the religious beliefs,

women have seldom handshake with men however, men can shake hands with other men as

well as women can shake hands with other women. When interacting with Indians and one is

uncertain about whether to shake hands or not one is advised to stop and wait until he or she is

certain. Men employees are expected to wear a tie and suit for business, while women should

wear conservative dresses. Indians believe that the head is seat of the soul and therefore no

one should touch the head of another person even for a child. Indians often consider beckoning

with the palm as offensive and one should not put their hands on their hips when standing as it

is considered an aggressive posture. Indians consider whistling as being impolite whereas

winking is seen as a form of sexual harassment. The Indians consider feet as unclean which

means that one cannot touch other people with their shoes or feet and when this does happen

one should apologize. Business people prefer holding dinners rather than business lunches

(Kingsland 2004).

Brazil

Brazilians on the other hand, are known for their enthusiasm to take advantage of mutual

business opportunities from their counterparts abroad. The Brazilians attach a high regard on

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their culture and for business negotiations to be fruitful often, one is needed to respect and

understand the differences between their culture and the Brazilian culture. When having formal

discussions Brazilians prefer to use the first name in title naming followed by their last name.

Men normally exchange handshakes that are very firm while women should be the first to

extend a handshake to men but kiss their female associates on both cheeks. Brazilian

businesspeople often consider it bad to drop in without an appointment as bad. As a courtesy

businesspeople want an appointment to be arranged two weeks before it happens and a

remainder given two days before the actual day. In the Brazilian culture, eye contact is very

important and it is therefore important to deliver decisions that are significant in person rather

than using emails or delivering the message through the phone. For both men and women, the

dressing should be conservative however displays which are considered extravagant are not

encouraged to prevent being a target of thieves. It is important to give out contacts in business

cards, which are printed in Portuguese and English (Poelzl 2010).

LOYALTY TO THE COMPANY

The motivation system of the company largely contributes to the loyalty of the employees

however; the culture of the nation can also be used to measure employee loyalty. In this case,

the Hofstede theory dimension of power distance will be used to measure loyalty of employees

to a company.

India

Of all countries, the power distance of India is the one that has a high ranking than all others

having a ranking of 77 compared to the average of 56.5. According to this high power distance,

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the indication is that there is a high inequality of both wealth and power within the Indian

society. The Indian society has accepted this as a norm. In this case therefore, employees have

accepted to be loyal to their organizations doing little complaining than can be a cause of

problems to the organization. This has largely attributed to the increased loyalty of employees

within the Indian companies (Hofstede, et al. 2010).

Brazil

In Brazil, there is a high uncertainty avoidance ranking very high, indicating that there are many

issues to do with career security, a high concern for regulations and rules. In addition, the

power distance is high however not as high as in India. In Brazil, the loyalty to the company less

compared to India normally because of the uncertainties that regard the career growth and job

security of an individual. This has resulted in many employees being un-loyal to the

organization they work with (Hofstede, et al. 2010).

GENDER ROLES:

India

In many Indian organizations, most of the employees are male which makes the Indian society

be male dominated. This is attributed to the culture of Indians, which is seen to favour the male

gender however; in the last decade, changes have been experienced where Indian companies

are embracing the western culture of treating women as equals based on their level of

education and skills. This has resulted in women being offered professional positions, where

some have significant influence and authority. At the same time, it is a big challenge for women

in India to get positions, which are offering better or similar authority and income as men.

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Despite this, businesswomen who enter their country find these challenges simple to cope with

but as long as they act in a professional manner both in business wise and in social situations

(Katz 2006).

Brazil

In Brazil, negative attitudes towards women are highly prevalent, and easily identifiable in most

companies. Women employees in these organizations are treated or are considered as inferiors

as compared to men. In addition, women in Brazil find it hard to attain positions that are similar

to men in terms of pay and authority. Women are often offered jobs that are inferior in the

organization where they have little authority. In cases where a woman is offered a position that

has more authority she finds it very hard to adapt as initially she is ignored and when she is not

strong they often step down from these positions because of intimidation. It is important for

business women who are visiting the country to have introduction letters from their senior

executives for them to fulfil their wants with ease and within less time. Importantly also, female

business travellers should accept gestures directed towards them with caution while carrying

and acting in a professional manner within social and business situations. Visiting

businesswomen are encourage to display some confidence and to a small extent some degree

of assertiveness especially when they are superiors visiting from the central organization. This

can be effective to some extent however; one should not appear to be aggressive or bold (Katz

2006).

REWARDS

India

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The rewards system refers to both financial and material/ non material rewards such as the

salaries and wages, employees benefits, promotions, recognition and personal growth among

others (Kerr, & Rifkin, 2009). Indian companies practice an integrated reward approach where

they mix both non-financial and financial rewards for the success of the organization. The

payment arrangements in India are central to the cultural initiative. Indian companies aim to

improve and sustain the performance of the employees through rewards.

Brazil

In Brazil despite the use of an integrated system, most employees prefer non-financial rewards

such as holidays and work-offs to have some time enjoying in their sunny beaches.

WORK DISCIPLINE:

India

There is a high work discipline in India as reflected by the existence of high power distance

more than any other country in the world. Having an intermediate score of 48 on both traits of

individualistic and collectivistic, the Indian employees have an average work discipline

(Hofstede, et al. 2010).

Brazil

On the other hand, Brazil having a lower score than India in terms of high power distance, then

there is lower work discipline compared to India. Both of these nations however, respect and

observe hierarchal power even though in Brazil there are subordinates much influence in the

organization activities (Hofstede, et al. 2010).

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CONCLUSION

This report has made an analysis of the business operation in matters to do with style of

communication, decision-making, cross-cultural negotiation, the business protocol and the role

genders in both Brazil and India. The Findings include; Indians majorly approaches negotiations

in such a way that both parties anticipate long-term commitments from the deal they are

negotiation. They seem to emphasis more on the long-term benefits. On the other hand,

Brazilians believe in competitive negotiations, which often involve some aggressiveness. While

Indians are known to share information openly with an aim to earn trust, Brazilians despite

having a close relationship rarely share information freely. When it comes to the rate of

negotiating both of the nations mode is slow negotiations often because of the bureaucracy in

government institutions. In both countries, the decision-making is hierarchal while their mode

of communication differs.

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Appendix

Figure 1 Hofstede model Analysis of Indian and Brazilian Culture

Source: http://geert-hofstede.com/india.html

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