Slide international business ch11

Chapter 11 - Overview Motivating  Cross-cultural research on motivation  The meaning of work  The need hierarchy in the international context  The intrinsic-extrinsic dichotomy in t

Motivating and Leading

Chapter 11

Chapter 11 - Overview

 Motivating

 Cross-cultural research on motivation

 The meaning of work

 The need hierarchy in the international context

 The intrinsic-extrinsic dichotomy in the international context

 Reward systems

 Leading

 The global leader’s role and environment

 The e-business effect on leadership

 Technology

Cross-Cultural Research on Motivation

of a person’s work and personal life That

context is greatly influenced by cultural

variables, which affect the attitudes and

behaviors of individuals (and groups) on the job.

Cross-Cultural Research on Motivation

(contd.)

Some generalized assumptions about motivation based on Hofstede’s research:

 High uncertainty avoidance suggests the need for job security,

whereas people with low uncertainty avoidance would probably be motivated by more risky opportunities for variety and fast-track

advancement

 High power distance suggests motivators in the relationship between subordinates and their boss, whereas low power distance implies that people would be more motivated by teamwork and relations with

their peers

Cross-Cultural Research on Motivation

(contd.)

 High individualism suggests people would be motivated by

opportunities for individual advancement and autonomy;

collectivism (low individualism) suggests that motivation will more likely work through appeals to group goals and support

 High masculinity suggests that most people would be more

comfortable with the traditional division of work and roles; in a more feminine culture, the boundaries could be looser, motivating people through more flexible roles and work networks

Work Centrality

 Work centrality is defined as “the degree of

general importance that working has in the life of

an individual at any given point in time.”

more motivated and committed the workers

would be.

The Meaning of Work (MOW) Research

Functions satisfied by work

 Work provides a needed income

 Is interesting and satisfying

 Provides contacts with others

 Facilitates a way to serve society

 Keeps one occupied

 Gives status and prestige

The MOW team looked at the score for each function

for various countries

The Relative Meaning of Work in Eight

Countries

(Exhibit 11-1)

8.0 7.75 7.5 7.25 7.0 6.75 6.5 6.25 6.0

Japan (7)

(former) Yugoslavia (5)

Israel (4) USA (30 Belgium (1) Netherlands (1) Germany (1) Britain (0)

7.78

7.30

7.1 06.94 6.8 1 6.69 6.67 6.3 6

Motivation Theories in the International

Context

How applicable are motivation theories proposed by Maslow and Herzberg in the international context?

 Haire, Ghiselli and Porter’s survey concluded that

Maslow’s needs, in particular the upper-level ones, are

important at the managerial level, although the managers reported that the degree to which their needs were

fulfilled did not live up to their expectations.

 Ronen concluded that need clusters are constant across

nationalities and that Maslow’s need hierarchy is

confirmed by these clusters Also, Herzberg’s categories are confirmed by the cross-national need clusters

The Need Hierarchy in the International

Context

Ronen’s need clusters

physical working conditions, fringe benefits,

and job security;

and

skills.

The Role of Culture in Job Motivation

(Exhibit 11-6)

Culture Values/Attitudes/Norms

Roles Played by Managers on International

Assignments

country

Variables in the Leader’s Role

attributes of the leader and the decisions to be

made

variables related to the particular situation.

Factors Affecting Leadership Abroad

(Exhibit 11-7)

CONTENT

Attributes of the Person

 Job position knowledge,

experience, expectations

 Longevity in company,

country, functional area

 Intelligence and cultural

learning or change ability

 Personality as demonstrated in

values, beliefs, attitudes

toward foreign situations

 Multiple memberships in work

and professional groups

Characteristics of Decision

Situation

 Degree of complexity, uncertainty, and risk

 In-country information needs and availability

 Articulation of assumptions and expectations

 Scope and potential impact on performance

 Nature of business partners

Factors Affecting Leadership Abroad

 Linkage to other decisions

 Past management legacy

 Openness to public scrutiny and responsibility

Factors Affecting Leadership Abroad

(contd.)

CONTEXT

Attributes of the Job or

Position

 Longevity and past success of

former role occupants in the

position

 Technical requirements of the

job

 Relative authority or power

 Physical location (e.g., home

office, field office)

 Need for coordination,

cooperation, and integration

with other units

Characteristics of the Firm and Business Environment

 Firm structure: size, location, technology, tasks, reporting, and communication patterns

 Firm process: decision making, staffing, control system,

reward system, information system, means of coordination, integration, and conflict

resolution

Factors Affecting Leadership Abroad

(contd.)

 Resource availability

 Foreign peer group relations

 Firm outputs: products, services, public image, corporate culture, local history, and community relations

 Business environment: cultural, political-economic, and technological aspects of a country or market

social-Culturally-Contingent Beliefs Regarding

Effective Leadership Styles

(Selected data)(Exhibit 11-8)

Country N Charisma Team Self- Part Humane Auton.

Culturally-Contingent Beliefs Regarding

Effective Leadership Styles

Sample comments made by managers from various

countries:

 Americans appreciate two kinds of leaders They seek

empowerment from leaders who grant autonomy and delegate

authority to subordinates They also respect the bold, forceful,

confident, and risk-taking leader, as personified by John Wayne

 The Dutch place emphasis on egalitarianism and are skeptical about the value of leadership Terms like leader and manager carry a

stigma If a father is employed as a manager, Dutch children will not admit it to their schoolmates

 Arabs worship their leaders – as long as they are in power!

Culturally-Contingent Beliefs Regarding

Effective Leadership Styles

(contd.)

 Iranians seek power and strength in their leaders

 Malaysians expect their leaders to behave in a manner that is

humble, modest, and dignified

 The French expect their leaders to be “cultivated” – highly educated

in the arts and in mathematics

R House, et al

The Culture Contingency in the Leadership

Process: An Integrative Model

Subordinates

Values, norms Ability, experiences Needs, motives Locus of control

Leader Behavior Variables

Autocratic or participative Task or people oriented Reward system

Transformational

Interaction Influence

The Culture Contingency in the Leadership

Process: An Integrative Model

Employee Behavior Variables

Expectancy achievement Value of rewards Responsiveness to Leader behaviors Group response

Effort Productivity Performance Quality Ability to Achievement of Achieve goals individual and group goals

Satisfaction Positive climate Turnover Satisfaction Absenteeism

Quality

Feedback Rewards Motivation

Motivation Effects Outcomes