The Brasileiro and the Yankee: A Cross-Cultural Comparison of Brazilian and American Managers in Brazil

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Abstract

With Brazil's role as a lead nation among emerging markets, the field of cross-cultural management becomes a key contributor to the interactions between Brazilian and American business persons. This study uses a model of national cultural value differences based primarily on the findings of Hofstede, Trompenaars/Hampden-Turner, and the GLOBE project, while using numerical data from Hofstede, to provide a comparative, cross-cultural management analysis of Brazilians and Americans working together in Brazil. Combining academic theory and international business experience, this paper illustrates that through intelligent use of cross-cultural management models, these international managers can learn to work together even more effectively.

Key Words: Cross-cultural management, Brazil, United States of America

To live, work, and travel among countries in such a culturally diverse world is a fascinating experience. The impact of this experience does not diminish overtime - there is continual pleasure and intellectual stimulation in experiencing worldviews different from one's own. While simply celebrating cultural diversity would be highly enjoyable, it is imperative that a careful analysis and accommodation of cultures be implemented when conducting business globally.

The manager working in an international or multicultural environment does not always have the luxury of enjoying this colorful, engaging side of our world. Profound and interesting cultural differences in international friendships or vacations can soon become frustrating challenges in the actual cut-and-thrust of cross-cultural business management. This reality is particularly true in stressful business situations when meeting deadlines, representing one's company, overcoming travel exhaustion, and struggling with language limitations.

The purpose of this paper is to help managers understand differing cultural backgrounds and learn how to work more effectively with people from divergent cultures. More specifically, this study seeks to address cultural issues that the two largest countries in South and North America - Brazil and the United States of America - may face in the workplace. A comparative model of national cultural differences will be employed, enabling identification of several managerial differences resulting from the Brazilian and American cultures. Through both empirical data and actual examples from workplace situations, an illustration of how cultural differences may lead to more effective cross-management practices will be developed.

Methodology: The Cross-Cultural Model

In the workplace, the best use of effective cross-cultural management is to employ experienced managers...