Culture and management styles around the world (2022)

Noëlla Martha

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People from different parts of the world, coming from different cultural backgrounds, are now

working and communicating together. Thus, for many businesses, it is very important for managers and staff to understand cultural diversity.

With understanding the cultural diversity is also means when doing business as an international manager, the main task before you do business with a country is to research about their culture and their way of doing business, therefore it help you to create and develop a cultural profile. And it is useful and more understanding about their management styles and their ways of doing business.

In this article we the focus will be on three different countries and their management styles. Mainly; Brazil, Saudi Arabia and China.


1. Brazilian Management style

Business  Meeting Etiquette:

  • Brazilian men’s tend to shake hands while maintaining steady eye contact when greeting each other.
  • Women great a each other with a kits starting on the left cheek
  • It is normal to hug and to backslap each other when greeting among friends
  • If a women prefer to shake hands instead of hug, she needs to extend her hands first.

Business Negotiations:

  • Business appointments are required and can be schedule on short notice. But is it better to schedule them at least 2 to 3 weeks in advance.
  • Confirm meeting in writing. It is not common or the appointments to cancel or change in last minute.
  • It is important to arrive on time for meetings
  • Do not show that your impatient if you kept waiting
  • Meetings are rather informal
  • Being interrupt while speaking and or giving an presentation is normal

Avoid confrontations


2. Saudi Arabia Management style

To understand how business is being conducted in the modern Middle East, you need to be able to understand the Arab culture first. Because the Arab people are majority there and most of them are Muslim. The Arab culture is mixed with the pervasive influence of Islam.

The history and culture of Arab are based on tribalism, which is the norms of reciprocity of favors, support, obligation, and identity passed on to the family unit, which is the primary structural model. Family life is based on closer personal ties than in the West.

Saudi business culture generally have the tendency  to avoid display of can be considered as weakness. Sometimes when doing business this could be difficult for Westerners to get at the truth because of the Arab needs to avoid showing weakness.

The communication style of Middle Eastern societies is high context (that is, implicit and

indirect), and their use of time is polychronic; many activities can be taking place at the same time, with constant interruptions commonplace. The imposition of deadlines is considered rude, and business schedules take a backseat to the perspective that events will occur sometime when Allah wills Arabs give primary importance to hospitality; they are cordial to business associates and lavish in their entertainment, constantly offering strong black coffee  and banquets before considering business transactions.


3. China Management Style

The major differences between Chinese management styles and those

of their Western counterparts are human-centeredness, family-centeredness, centralization

of power, and small size.  Their human-centered management style puts people ahead of

a business relationship and focuses on friendship, loyalty, and trustworthiness.

 The family is extremely important in Chinese culture, and any small business tends to be run like a family.

Globalization has resulted in ethnic Chinese businesses

adapting to more competitive management styles. They are moving away from the traditional

centralized power structure in Chinese organizations that comprised the boss and a few family

members at the top and the employees at the bottom, with no ranking among the workers. In

act, family members no longer manage many Chinese businesses. Frequently, the managers are

those sons and daughters who have studied and worked overseas before returning to the family company or even foreign expatriates.