Cross Cultural Management Assignment

Cross Cultural Management Assignment Words: 777

Francielli Minato Introduction In this assignment it will be analysed the cultural main aspects of the Republic of India and the French Republic on the cross cultural management aspects and evaluated the potential implication on business relationships of each country and the Federative Republic of Brazil. Definition of Culture Culture may be defined as ” a set of basic assumptions – shared solutions to universal problems of external adaptation (how to survive) and internal integration (how to stay together) – which have evolved over time and are handed down from one generation to the next”. (Schneider & Barsoux, 2003).

Republic of India The Republic of India is on of the oldest civilizations on the world. Its population totalize 1,095,351,995 according to CIA – The World Factbook 2007, there are 21 official languages and the most practiced religion is the Hindu. According to Jodie R. Gorrill, before doing business in India there are three key aspects to be considered: -The influence of the religion over the culture is strong, therefore, it affects the hierarchical structure of business practices. -The Fatalism is a cultural and spiritual concept and influence business relationships procedures, which may take longer then expected. As India is a highly populated country, the collectivism and hierarchical concepts are strong. According to the information mentioned above, it seems correct to affirm that India’s culture is focused in quality of life, collectivist, there is a prime orientation for the common goals and objectives, it has also a emotional approach, where business and emotions, although there is a strong hierarchical system, are not separated. When compared to the Brazilian cultural ways to do business, there are some aspects that may cause conflicts, such as: -Brazilian culture has high eligion influences, mainly catholic, but the business culture is not affected by religion issues as India’s business culture, which may cause some conflicts. -The burocracy in Brazil is a really strong culture such as in India, which may not cause conflicts and stress on negotiation processes. -Quality of life and collectivism are two main aspects in both Indian and Brazilian cultures, which is a positive point for relationship matters. -To make business in India and in Brazil is essential to build strong relationships. Hierarchical systems are common in Brazil and India, in which the decision power is based in one person only. French Republic The French Republic is a country rich in history and cultural influences. As one of the most important economies of the European Union the French Republic is composed by 62,752,136 habitants and the GDP Per Capita is of $30,100, according to CIA The World Factbook 2007. Hereby presented some key concepts and values for better understanding of the French culture: -Centralisation and Hierarchy: The French people are very hierarchical and centralize the decisions in the directors and managers. Individuality is a very strong characteristics in the French culture, in business environment the main concern of the people is their individual results. -On French culture, argumentation and demonstration of knowledge of the subject that is on discussion is well received. The French culture can be classified as with a great power distance, uncertainty avoidance, a career success based life, universalism way of doing business, based on contracts and regulations, individualist society with a neutral approach.

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We can also consider that it is diffuse, because they avoid close friendship relations with working colleagues. Business relations are based on achievement more than on relationships and personal contacts. When comparing the French business culture to the Brazilian business culture there are some aspects to be considered: -Brazilian and French cultures are both centralization and hierarchic business cultures. -Brazilian cultures is more based on relationships and informal contracts, and French culture is based on self achievement and competence and on contracts, which could became a issue.

To make long lasting business ins Brazil, it is needed to build strict relations that will go far beyond the professional life and in France that is not well received as a good way of making business. -The freedom to demonstrate different points of view and argumentation in well seen in both France and Brazil. Conclusion To make successful business in different culture environments it is necessary first to understand the cultural differences and respect them, so that the best results may be taken and great business partnerships may be created. References Scheneider, S.

C. & Barsoux J. L. 2003. Managing Across Cultures. 2nd ed. Prentice Hall: Essex. The Communicaid Group. 2008. Indian Business Culture. [Online]. Available at: http://www. communicaid. com/cross-cultural-training/culture-for-business-and-management/doing-business-in/Indian_business_culture. php [Accessed 19 October 2008]. The Communicaid Group. 2008. French Business Culture. [Online]. Available at: http://www. communicaid. com/cross-cultural-training/culture-for-business-and-management/doing-business-in/Indian_business_culture. php [Accessed 19 October 2008].

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