Communication and management in Portugal

Portugal is a country in southern Europe that borders Spain. Numerous aspects of its culture have been influenced by its location on the Atlantic Ocean: The national dishes are grilled sardines and salt cod. Prior to the revolution in 1974, the nation's focus was on Africa, where it had a colonial relationship with Angola, Mozambique, and Brazil. These countries still trade with each other as they also use the same language.

Communication

People are reserved and quiet. They are uncomfortable with the expected assertiveness in other nations. Outsiders might think they're being overly polite, but even English speakers shouldn't be so formal in what seems like normal situations. They are not known for saying what they think clearly and directly. rather than a rejection, "no" is interpreted as an invitation to reiterate your case. Preferably, oral communication is used. Business conversations lack humor, and irony and sarcasm will not be appreciated or even comprehended.

Doctor, engineer, sir, and madam are all common titles in Portuguese. There is a formal and informal you. Avoid using the informal you, "tu," unless your addressee specifically requests otherwise. There is not much of a difference between how you dress for work and for social events. They typically start and finish late, and many of them start work around 10 a.m. The majority of businesses expect people to finish late. Timekeeping is loose, and delays and cancellations at the last minute are common. There are numerous breaks and lengthy lunch breaks during the workday. Meetings in the evening and phone calls to make up for missed appointments are common.

Management and organizations

Personal connections and relationships form the foundation of most organizations. They are maintained through regular socializing and unstructured gatherings that go beyond making small talk. Serious issues are frequently discussed outside of the formal office setting. Organizations in Portugal are not team-based. Strong leaders are necessary for teams, and many roles are unclear. In order to maintain their superior status, managers do not seek consensus among their subordinates. Being decisive rather than participative is more important. Despite their preference to avoid conflict, individuals are competitive. Briefings and discussions make up meetings. They are not thought to be a good place to make decisions or delegate tasks. It is unlikely that most meetings will begin on time. They will be on the agenda, but nobody feels obligated to follow it. It is uncommon to make contributions in a formal manner through the chair.

Everyone feels free to contribute unless a senior person is present who will automatically rule the proceedings. The objective is not to agree, but rather to state a position as strongly as possible. In private, people are adaptable and cooperative, but in public, they are competitive in their self-assertion. Action plans and other commitments may be agreed upon, but unless strictly enforced, they are unlikely to be carried out.