The role of Brazil in the modern international cooperation

h. Prefers linier reasoning 
Business people from LCC usually prefer a straight line of reasoning. For example, they may start with reasons a particular account is unprofitable and follow to the outcome or effect that the account should be recognized. They also expect that those with whom they do business, will follow the same linier logic. In fact many people are surprised to find that there exist other kinds of logic. For example, in low context cultures the phrase “he used circular reasoning to come to that conclusion” is usually not considered a compliment.

i. Adheres to the letter of the law 
People from LCC-s rarely do business on just a handshake. Even if they have excellent report with a business associate, the deal is not considered final until attorneys have written a document that he was agreed to and signed by all the decision makers.

 

Space

Hall was concerned about space and our relationships within it. He called the study of such space Proxemics.

We have concerns about space in many situations, from personal body space to space in the office, parking space, space at home.

Some people need more space in all areas. People who encroach into that space are seen as a threat. Personal space is an example of a mobile form of territory and people need less or greater distances between them and others.

Norway people have high territoriality

Some people are more territorial than others with greater concern for ownership. They seek to mark out the areas which are theirs and perhaps having boundary wars with neighbors.

This happens right down to desk-level, where co-workers may do battle over a piece of paper which overlaps from one person's area to another. At national level, many wars have been fought over boundaries.

Territoriality also extends to anything that is 'mine' and ownership concerns extend to material things. Security thus becomes a subject of great concern for people with a high need for ownership.

People high territoriality tend also to be low context.

 

 

Time

Norway is a monochronic culture. M-Time, as Hall called it, means doing one thing at a time. It assumes careful planning and scheduling and is a familiar Western approach that appears in disciplines such as 'time management'.

Monochronic people tend also to be low context. Monochronic views time as a straight path or stretched ribbon, divided into accurate segments, along which routine is organized. The tasks are deliberately classified into work, leisure, emotional contacts, transition between activities, etc., after which each task is assigned with a separate portion of time. The day then flows smoothly from A to B and into C, until a monochronic person meets a synchronic one at point D, where the routine falls out of meticulously planned pace, as time perceptions come into conflict. A sequential approach to time also means being future-oriented thus requiring regular planning with actually sticking to that plan. 

 

Factor	Monochronic action
Actions	do one thing at a time
Focus	Concentrate on the job at hand
Attention to time	Think about when things must be achieved
Priority	Put the job first
Respect for property	Seldom borrow or lend things
Timeliness	Emphasize promptness

 

 

 

Speed of messages

Speed of Messages describes Hall’s message velocity continuum which looks at the speed at which people of various cultures decode and react to messages. Some cultures are more comfortable with fast paced messages while others are more comfortable with slow messages. This dimension will necessarily influence the user’s interaction with the system. The amount and speed of information deemed acceptable by different cultures can vary based on this characteristic. A searcher from a culture that is comfortable with slow message speeds may not identify information needs at the same speed as searchers from cultures with fast message speeds. He may also interpret results differently. He may require less information presented on a screen and will expect messages and information presented and communicated at a slower speed.

Norway has low speed of messages.

 

 

R.Lewis’s Model of Culture. Norway

 

Norway is closer to the Linear-Active type countries like Germany, Switzerland and Luxembourg. People in linear-active cultures generally demonstrate task orientation. They look for technical competence, place facts before sentiment, logic before emotion; they are deal-orientated, focusing their own attention and that of their staff on immediate achievements and results. They are orderly, stick to agendas and inspire staff with their careful planning.

 

 

 

Kluckhohn and Strodtbeck Framework. Norway.

 

There’re main data about these dimensions in the table. Norwegians are individualistic, in harmony with nature, evil. They prefer doing as the form of activity and living in the future.

 

 

 

2.2 Advice on doing business in selected countries

Advices on doing business in Brazil:

• Working hours in Brazil starts at 8:30 and ends at 17:30 , but the people in leadership positions often come to work closer to the dinner and work until late at night .
• Punctuality is virtually no one familiar. Nevertheless, Brazilians believe punctuality manifestation of politeness and expect that foreigners will come to the meeting on time, although often allow themselves to a late hour.
• Business meeting with Brazilians best to plan in advance - at least for a week - and assign the first half of the day, until 12:00, otherwise the meeting can go to a business lunch, followed by talk about matters pending.
• During negotiations, business issues often discussed in parallel and simultaneously, rather than sequentially.
• Be sure to bargain that will increase respect for you in the eyes of the Brazilians. Negotiating team on your side must be constant. Brazilians value more human than a company and do business on a personal basis. They expect a long and mutually beneficial relationship.
• Brazilians do not like the aggressive style of doing business, so you should be as calm and flexible in dealing with them until the final decision on the signing of the contract.
• Before starting a business with Brazilians should find serious mediator who can recommend you to the Brazilian side and attract the right people to work.
• Do not be surprised if a business meeting with the Brazilians all the time will be interrupted telephone calls or incoming employees. This explains the rather free style of leadership in the country. Chaotic conversations, interrupting the interlocutor, the change agenda, unexpected solutions are very characteristic of the Brazilians.
• Moreover, given the impulsiveness Brazilians, we should expect from them a large amount of physical contact (a pat on the shoulder, hands touch, etc.). Talkative, active use of gestures and facial expressions to help the Brazilians to express their point of view and emotional manner of communication serves as a means to convince the interlocutor in sincerity.
• Brazilians before negotiations are always eager to get acquainted with new people, so it's best to start meeting with talk on abstract themes. Best themes can become Brazilian culture and cuisine, football.
• Do not be surprised if the Brazilians will ask you about your hobbies, family, and lifestyle. They seek to obtain a picture of human nature, in which they must deal. Brazilians curious nation, so if you have a desire to continue to further contacts and transactions with them, it is worth to get them interested in themselves, Brazilians arrange a friendly conversation.
• Brazilians are very optimistic and happy -minded people who love informal communication and able to show empathy and compassion. Emotionality Brazilians often forces them to make decisions without a thorough analysis that can badly affect the long-term plans.
• Negotiating, Brazilians do not like to go into the details, trying to present the whole picture. By nature Brazilians riders who love to live on speed.
• A leader in the Brazilian company refers to subordinates to "you", but it does not negate compliance subordination and strict fulfillment of all duties.
• Brazilian managers often are afraid to speak for fear of conflict with the leadership and job loss. So if you see that the Brazilian dissatisfied with something, ask them to express their opinions without fear of offending you.
• Brazilians often do not lead it started to end. They just do not have consistency in action since all the energy they spend most on the initial stage of the project. Furthermore, remorse about it they do not. If the transaction has been concluded yet, expect delays in payment and other force majeure forcing Brazilians often renegotiate the terms of the contract.
• The system of doing business in Brazil is very clearly regulated. Anyone who does business in some extent known, opened on it is possible to collect almost any information: how does a business with whom he worked, what to do in any given circumstance. This is possible by established banks in the country data for all taxpayers, which are controlled by the State Information Service in Brazil. In banks, stores information about how everyone pays taxes, whether there were conflicts with the tax authorities and so on. If a person is guilty of something or someone failed, it is fixed for life and can adversely affect your ability to get the next loan or find a new job or a business partner.

 

Advices on doing business in Norway:

Equality – Norwegians consider equality as a key value.  There is no discrimination between men and women for instance and both genders expect to be treated in the same way.  The same goes for ethnic minorities.  The best illustration of this value in practice is the high number of women and members of ethnic minorities involved in politics or occupying key positions in companies.

Caring Society – In Norway, people look after each other in every aspect of life.  The protective welfare system put in place in the 1960s is a good example.  This system guarantees full health cover for every Norwegian citizen and is prized by the Norwegians. 

Honesty – Honesty is valued above all in Norway.  When doing business in Norway you will always be expected to tell the truth and never hide or retain information. You can expect your Norwegian counterparts to be honest as well and not make any attempts to deceive you in professional and personal situations.

 

• More direct, call a spade a spade
• Don’t waste words, say it how it is
• See family , friends and the community as important but have less time for voluntary work in urban, anonymous areas
• Try to always reach consensus with stakeholders
• Value future planning in terms of investment and public spending

 

Norwegian management style is based on freedom with responsibility; a leader is more likely to delegate tasks to be solved than to give detailed orders. The leader will not follow up closely, and will usually give the subordinate freedom to figure out how and when to solve the task, as long as it is completed within the deadline. Norwegian employees are accustomed to this freedom, and understand that it also demands an inherent sense of responsibility. 
 
Meetings in Norway will start on time, and will usually address points of business quickly, with only a few minutes of cursory small talk beforehand, which is typically done before everybody is in place. Meetings are usually conducted in an informal way, and often without any note-taking or minute-keeping. Norwegians tend to be a bit undisciplined when it comes to writing specifications and documentation. 
 
Dress code varies greatly, and is determined largely by industry. The banking, finance and sales sectors’ attire will be more formal (suit or jacket and trousers), and technical staff will have a more casual dress code (jeans). Personal hygiene (clean body and clothes) is more important than wearing formal clothes. 
 
Norwegians have a strong work/leisure time balance, and most people leave the office at 4 pm.

Norwegians are less impressed by titles and symbols of power than in other countries. In general, there are small differences in society and in the work place.

Cooperation is highly valued. A basis for the “Norwegian model” is the cooperation between the Government, the Employer Federations and the Employee organisations. At company level, the cooperation between employer and employee and between manager and subordinate is vital.

Empowerment should also be mentioned. Working in Norway means that you have to take responsibility and initiative. Both the society and the work place is based on trust. Given trust, the Norwegian workforce is seen as productive, competent and motivated.

Finally, as a manager, you must be aware of the cultural characteristics. You are not expected to give orders, but more act as a coach or facilitator. Remember to involve people in decisions and see yourself as the first among equals. You should further see the flat structure and the openness as a tool to achieve results and not a threat.

 

Working practices in Norway 

• Meetings are scheduled in advance and need to be carefully prepared. 
• Punctuality is extremely important in Norway.  Make sure you give notice to your Norwegian counterpart if you are running late. 
• The typical working day is from 8.00 to 16.00 but some companies can be flexible regarding their working hours. 
• Knowing a few words of Norwegian can help to break the ice and show your Norwegian hosts your interest in their culture which will help you build stronger relationships with your Norwegian counterparts.

 

 

Structure and hierarchy in Norwegian companies 

• The hierarchy within Norwegian companies tends to be fairly flat so there are usually only a few different levels of job role within Norwegian companies. 
• When there is a decision to make, Norwegians will make it only after reaching a consensus with every member of the group.  There is almost never an imposed decision by the chairman or the team leader.

 

 

 Working relationships in Norway 

• Norwegians do not hesitate to use the first name of their counterpart during interactions.  You will be expected to do the same once the relationship has been established. 
• Using titles is acceptable during formal events, but in other cases it is more likely to create a feeling of uneasiness. 
• Maintaining eye contact when speaking to your Norwegian counterparts will help you build trust and a solid relationship with them.

 

Business practices in Norway 

• Norwegians do not tend to speak loudly.  They are also comfortable with silence which they see as a way to analyse and think about what has just been said.  Avoid trying to fill these moments of silence as this can be considered as rude. 
• Meetings and interviews should be scheduled in advance and their duration must be respected.  Make sure you come prepared and bring as much information as possible to share with your Norwegian counterparts.

 

 

 

 

 

2.3 Comparison of cultural profiles of selected countries on the above four models

Hofstede’s Cultural Dimensions.

 

 

Brazil and Norway are two very different countries. All of the dimensions are rather different too. Brazil has high indexes in PDI, UAI and LTO, while Norway’s highest index is for IDV.

For Brazilian status symbols of power are very important in order to indicate social position and “communicate” the respect that could be shown. Asians the Brazilians accept more than one truth. Brazilians easily accept change as a part of life. Due to their high score in these dimensions Brazilians are very passionate and demonstrative people: emotions are easily shown in their body language. The Norse are individualists. This means that the “Self” is important and individual, personal opinions are valued and expressed. Communication is explicit. At the same time the right to privacy is important and respected.

Brazil has low index in IDV. In Norway there is very low index in masculinity. This means that the softer aspects of culture are valued and encouraged such as leveling with others, consensus, “independent” cooperation and sympathy for the underdog. Taking care of the environment is important. While in Brazil the softer aspects of culture such as leveling with others, consensus, sympathy for the underdog are valued and encouraged. Conflicts are avoided in private and work life and consensus at the end is important.

 

Hall's cultural factors.

 

	Brazil	Norway
Time	polychromic	monochronic
Context	high-context	low-context
Message speed	fast message speed	low speed of messages
Space	high territorially	high territoriality

 

The only common characteristic between Brazil and Norway is attitude to personal space. Both are high territorially. This means that people stand close to each other, share the same space, the conversation takes place at very close range, etc. But other characteristics are very different. Norse more focus on verbal communication than body language, while Brazilians prefer to use nonverbal elements: voice tone, facial expression, gestures, etc.  Brazils are people, who can run several tasks simultaneously; perceive time perspective as a circle, a spiral line, or a number of intersecting curves. Norse views time as a straight path or stretched ribbon, divided into accurate segments, along which routine is organized. The tasks are deliberately classified into work, leisure, emotional contacts, transition between activities, etc., after which each task is assigned with a separate portion of time.

 

 

R.Lewis’s Model of Culture

 

Brazil and Norway are situated in different vertices of the R.Lewis’s triangle. Brazils – multiactive –  attach more importance to feelings, emotions and intuition, and relationships and connections. Norway is closer to the Linear-Active type countries, Norse try to avoid confrontation, and don’t like to “lose face” or cause someone else to. They rarely interrupt speakers and often avoid eye contact. While Brazilians like to do many things at the same time; they are flexible, good at changing plans and happy to improvise. They believe in social or company hierarchy, and respects status.

 

 

Kluckhohn and Strodtbeck Framework.

	Brazil	Norway
Relationships to nature	submit to nature	in harmony with nature
Relationships between people	mixed (more individualistic)	individualistic
Nature of human activity	being	doing
Orientation to time	present	future

 
Between these countries have nothing in common. At each point, the opposite of the value of characteristics. Only one they are a bit similar. Norse and Brazilians (mostly) are individualists in relations between people. This means that social structure should be organized on individuals. 
Norse are sure that people can and should establish a partial but not full control, living in balance with the natural forces, while Brazilians believe that people can’t and should not establish control over nature, but rather is subject to control themselves by nature. As for the relationship to time, the Norse are of the opinion that we are focused on the present (what is now) and fit under a change in the beliefs and traditions. Brazilians have an opposite position. They believe that we are focused on the future (time is not yet come), plan ahead of time, looking for new ways to replace the old.

 

 

 

 

 

 

3. Comparison of forms of business management in selected countries at selected companies.

 
3.1 Analysis of the company's first international country selected

 

Based on the Bartlett and Ghosal’s model Metalfrio is multinational company. National responsiveness is high and globalization is low. It’s characterized by following:

• flexible response to local needs and conditions
• corporate strategy is the sum of many local strategies
• high degree of independence from HQ

 

Characteristics	Accounting for local markets (multinational)
Contribution divisions responsible for product	Essentially , the requirements of the local international markets
Contribution to regional offices responsible for marketing	The impact on the design process at the stage of development of TK. Account in the process of creating the product requirements of local markets
Total costs for product creation	Minor additional costs , but significant use of local resources and their own small community of product line
Creation Time	Simultaneous access to the local markets is hardly possible
Market requirements	Requirements of local markets ( as to the product itself , as well as investment needs ) significantly accounted for

 

 

Corporate Profile

Metalfrio Solutions S.A. is a Brazilian multinational corporation and one of the world’s largest manufacturers of plug-in commercial refrigeration equipment, particularly ice cold merchandiser (ICM) equipment.

 

The company is the leader in Latin America and in this industry, which includes both refrigerators and freezers, and it believes that are one of the fastest growing manufacturers of commercial refrigeration equipment in the world as measured by net revenue growth.

 

Metalfrio Solutions have sold refrigerators and upright and horizontal freezers since 1960, and according to a survey by Oxygen Trade their equipment is currently used by approximately 90% of retailers and other businesses that employ plug-in commercial refrigeration in Brazil., Metalfrio’s floor share in Brazil, as measured by installed units, was 38.4% in 2007.

 

The company’s product portfolio consists of 350 different models of horizontal and upright plug-in commercial refrigerators, with different applications, such as cooling beer and soft drinks and refrigerating ice cream and other products. In addition to their wide product portfolio, the Company provides to their customers "complete solutions," by offering a wide variety of services that includes the design, manufacturing and distribution of new products and post-sale services.