A Case Study On Cross-cultural Communication Management In Brazilian LOT Q T&D Project

In the progress of global energy interconnection and the "go global" strategy,Chinese enterprise are actively exploring overseas engineering project markets and exporting "China's smart manufacturing" and "Chinese creation" overseas.While transferring talent,technology and management,we have to face cultural differences between China and the local.Due to the lack of cross-cultural communication and management experience of Chinese enterprises,cultural conflicts occur frequently,and communication are blocked,resulting in project delay and increased costs.Brazil and China are both BRICS countries and have close cooperation in the economic and trade fields.Brazil has a large population and a large territory,and the increasing demand for electricity has made the Brazilian energy market huge.However,due to the difference of language and technical standards,the Brazilian T&D project investment market is still a blue ocean for Chinese companies.Currently,only the State Grid of China has entered this field.It is both an opportunity and a challenge for Company R,who has been in the Brazilian market of T&D equipment for many years.When Company R first entered the Brazilian power engineering market,due to the differences between Oriental culture and Samba culture,the internal management was contradictory.Brazilian workers went to strike,and frequent accidents on the construction site led to severe delays in project.Facing the problems caused by these cultural conflicts,the author analyzes and studies the problems through the study of project communication management and cross-cultural management theoretical knowledge,literature,and application of system analysis,case analysis,and comparative analysis.After that the author believes that the differences in thinking caused by cultural conventions and the language gap between China and Brazil lead to the ineffective transmission of information.The lack of communication process and the complexity of the organizational structure have exacerbated the imbalance of information.In the practice of the project,the author puts forward countermeasures against the above issues,reduces communication barriers by strengthening cultural learning and language training,and systematically guarantees the organization's effective information transfer.This article is a study and summary that combines the cultural differences between China and Brazil and project communication management.Although each project has its ownuniqueness,as a witness to case practice,I hope that my research can help other enterprises to enter into the Brazilian engineering market.