International business 5th griffin chapter 15

Chapter Objectives 1• Identify and discuss the basic perspectives on individual differences in different cultures • Evaluate basic views of employee motivation in international business

Chapter Objectives 1

• Identify and discuss the basic

perspectives on individual differences in different cultures

• Evaluate basic views of employee motivation in international business

• Identify basic views of managerial

Chapter Objectives 2

• Discuss the nature of managerial decision making in international business

• Describe group dynamics and

discuss how teams are managed across cultures

Dimensions Influencing Behavior

Attitudes Creativity

Personality Stress

Personality

Personality is the

relatively stable set of

psychological attributes

that distinguishes

one person from another

What Determines Personality?

Extroversion

The ability to get along with others

The drive to impose order and precision

a balanced emotional state

One’s comfort level with relationships

One’s rigidity of beliefs and range of interests

Other Personality Traits

Locus of Control Self-Efficacy

Authoritarianism Self-Esteem

Locus of Control

Self-Efficacy

Self-efficacy indicates

a person's beliefs about his or her capabilities

to perform a task

Authoritarianism is the

extent to which

an individual believes that power and status differences are appropriate within hierarchical social systems like

Self-Esteem

Self-esteem is the

extent to which

a person believes that

he or she is a worthwhile and deserving individual

Attitudes across Cultures

Job satisfaction

Organizational commitment

Table 15.1 Job Satisfaction Differences Between Japanese and U.S Workers

Perception is the

set of processes by which an individual becomes aware of and interprets information

about the environment

Theories of Motivation

Need-based models Process-based

models

Need-Based Models

• Maslow’s Hierarchy of Needs

• McClelland’s Learned Needs Framework

• Herzberg’s Two-Factor Theory

Maslow’s Hierarchy of Needs

Self-actualization

Self-esteem

Social

Security

McClelland’s Learned Needs Framework

Need for achievement

Need for affiliation Need for power

Herzberg’s Two-Factor Theory

Hygiene factors

Motivator factors

Expectancy Theory:

A Process-Based Model of Motivation

Expectancy theory suggests

that people are motivated

to behave in certain ways to the extent that they perceive that such behaviors will lead to outcomes they

find personally attractive

Reinforcement Model

• Behavior that results in a positive

outcome will likely be repeated under the same circumstances in the future

• Behavior that results in a negative

outcome will result in a different choice under the same circumstances in the future

Leadership

Leadership is the use of

noncoercive influence to shape the goals of a group or organization, to motivate behavior toward reaching those goals, and to help determine the group or organizational culture

Table 15.2 Differences between Leadership and Management

Creating an agenda Planning and

budgeting

Establishing detailed steps and timetables.

Establishing direction Developing vision.

Developing a human network for achieving the agenda

Organizing and staffing

Establishing structure.

Aligning people

Communicating direction.

Executing plans Controlling and

problem solving Motivating and inspiring Energizing

Figure 15.2 The Role of Managers

Varies across Cultures

Models of Decision Making

Normative

Descriptive

Figure 15.3 Models of the Decision-Making Process

Steps in the Normative Model

Problem recognition Identifying alternatives Evaluating alternatives Selecting the best alternative