Management in Brazil

Management in Brazil

Managementin BrazilNameInstitutionDate

Managementin Brazil

Idisagreeon thepointof humanresourcecapital.Itshould benotedthatthere’sa slightdifferencebetween humanresourceandhumancapital.It’snot correctto saythatitis insufficientbecausethere is enoughhumanresourcein Brazil buthumancapitalis slightlynot to expectation becausemostBrazilian managersare educated,buttheyare not knowledgeableenoughon managementissues.Industrialdevelopmentis madeimpossiblebecauseof thelargenumberof smallbusinesses(Bergue, 2010). Thesesmallfirms havenocapabilityto usenewtechnologies to developandbecomecompetitiveonlythelargefirmshavethecapacityto counter pressureandcompeteeffectively.

Itistruethatthecommonformof businessin Brazil isthe familybusiness,butI disagreeon thereasonsputforwardto explainthisphenomenon.To be specificenough,thereasonthesesmallorganizationsseemto dominatetheeconomyis Brazil’s economicconditionsthatare unevenin their distribution.Butthelaborunionsare workingon thisissueforworkersto havea betterpayment.Anotherreasonisthe culturein Brazil which supportstheauthoritativeandpaternalistic management.Largebusinessesdobettereconomically becausetheyoperateunder theeconomiesof scaleand,therefore, enjoytheprofitsassociatedwith it.Eventhoughmanagementrolesare passedon from one familymemberto another,womenhavenot beenneglectedin anyway(Theodore, 2011). Thoughtheroleplayedby them is limitedin managementespeciallyin theprivatelyownedfirms, itdue to thefactthatwomenarenot actively involvedin allfields,andthere arenopoliciesregarding humanresourcesto encouragewomengetactively involvedin thefirms.

Istronglydisagreewiththeideathatfamilybusinessestendto adoptforeign-basedsolutions.It’sthesemanagersfrom familybusinesseswhoopposetheissueof educationmeantformanagementpurposesandas wellhavea negativeperspectiveof businessmanagementas a whole(Theodore, 2011). Theydonot recognizetheimportanceof businessof thetwo citingreasonsof cultureandeconomy.Thetrueeffectof theBrazilian cultureis thatitdoesnot giveroomfordelegationof powers.Thismeansthatcontrolandmanagementarecentralizedincaseof thefamilybusinesses.Becauseof these,topmanagementconsists of ownersof thecompanywhereasmiddle-levelmanagementis eliminatedanddepartmentsarelimitedinthe caseof largefirms. Itsplasticityandformalism thatdictatesthemanagerial andorganizationculturein Brazil. Managerialpracticeshavebeenimportedwithout properexaminationto determinehoweffectivetheycan be used.Theimportedmanagerialtechniquesare adopted,butthefirms continueto operateas initialas ifnothingnewwasimported.Conclusion

Theconclusionis against theconclusionof thecultureandmanagementin Brazil. Itis recommendedthatcoursesandthecurricularof Universitiesin Brazil beexpandedenoughto offertrainingon businessmanagementcoursesto promoteactiveandpracticalbusinessmanagersreadyto workin technicalmanagementfieldsto promoteprofitability of thebusiness.In termsof strategicdecisionmaking,theBrazilian universitiesare beingusedas toolsfordeliveringtherequiredknowledge.Since by thegovernmenttakingcontrolof organizationsis delayingof managementdevelopment,privatizing of publicorganizationsis ongoingto promoteanddevelopbusinessmanagement.Aswellmanagersfromthe familybusinessshould be trainedon informalbusinessmanagement.Smallbusinessesshould alsomatchandoperateas one to enjoytheeconomiesof scale.

References

Bergue,T. S. (2010).TheManagerial Reduction in theManagement Technologies Transposition Process toa Public Organization. BrazilianAdministration Review.7(2), 155-177.

Theodore,J. D. (2011). Cultureandthedevelopmentof management.An International example.Richmond, CA: Lysis Public Policy Publishing.


Management in Brazil

Management in Brazil

MANAGEMENT IN BRAZIL 1

Managementin Brazil

AffiliatedInstitute

Interests have recently resurged in the development of cooperationcommunity because development has the likeness of creating jobs inBrazil. However, the human resource capital in Brazil isinsufficient, which hinders the industrial development. Among thoseengaging in industries are family business owner and managers whoembrace new technologies, business strategies and production methodto advance the organization in which they do business, and therefore,the dire question in the development of Brazilian industry is how toassimilate their human capital.

The most common formof business in Brazil is a family business. The reason for theprevalence of the family business in Brazil is due to the highprotection of minority shareholder, low protection of investors,looser inheritance law and hostile labor relations. The familybusiness has therefore evolved due to the response of the Braziliangovernment. The family business in Brazil are bound to cultural normsand, therefore, are not optimal kind of business concerning economicefficiency. Unlike large firms, family business have lowprofitability since less family member with talent is chosen insteadof selecting managers from outside. The succession of the familybusiness has an advance impact on the performance of the businesssince it established a causal relationship with the male whilediscriminated against female.

The family businessin Brazil tends to look for a foreign solution, adopting the uniquefrom the best and transplanting these ideas without a better adoptionor resistance. The process of assimilating managerial technologies inBrazil has resulted in three possible organizational answers:creative adoption denial or adoption of just for show technology.The historical formation of the Brazilian societies has defined by abehavior witnessed in various traits of the national standardizedcultures: distance from power ambiguity personals formalism andplasticity. Among these, the assimilation of foreign technologystands out, which has strongly impacted Brazil as well as theformalistic reflection due to ambiguity, complexity and clarity ofreality in Brazil. Big organizations also have healthy adoptedmanagerial technologies, even though at a relatively slow pace. Sincemost business in Brazil are family owned, the creative adoptionsuggest a gap in the managerial concepts transfer processes,particularly in settings where the diversity is limited to Brazilianculture stands as well as difference between public administrationsectors.

Therefore, the bestapproach in the Brazil case is to adopt Ramos (1996) sociologicalreduction concept from which the field of social science has receivedan extensive amount of apprehension. According to Sociologicalreduction concept, the development of Brazil should be based on theexistence of its territory and its population. The model ischaracterized by the leading role assumed by localities indevelopment of the economy consideration of inter-organizationaspect in the development referencing to external aspectstechnological innovation and learning and development of socialcapital. Brazil should ignore what is produced outside and recognizethis production in a contextualized approach that involvesdetermining the process that lead to exogenous assimilation oftechnologies. Sociological reduction concept incorporates the conceptof citizen participation, integrated with aspects such as thedevelopment of alliance and partnership and work in networks. Themodel will encourage local people in the managerial developmentprocess.

References

Bergue, T. S. (2010). The managerial reduction in the managementtechnologies transposition process to a public organization.Brazilian Administration Review.7 (2): 155-177. Retrieved fromhttp://dx.doi.org/10.1590/S1807-76922010000200004&nbsp

Theodore, J. D. (2011). Culture and the development of management:An International example. Richmond, CA: Lysis Public PolicyPublishing.