© 2008 Pearson Prentice Hall
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Chapter 11:Motivating and Leading
PowerPoint by
Hettie A. Richardson
Louisiana State University
© 2008 Pearson Prentice Hall
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Opening Profile: Fujitsu Uses Pay Cuts to Motivate
Fujitsu will cut the salaries of 14,000 managers
The goal is to create a sense of urgency and team spirit
If Fujitsu meets its profit goals, full salaries may be restored
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Cross-Cultural Research on Motivation
High uncertainty avoidance suggests need for job security, low uncertainty suggests motivation by risky opportunities
High power distance suggests motivators in boss-subordinate relationship, low power distance suggests motivation by teamwork and peers
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Cross-Cultural Research on Motivation
Individualism suggests motivation from opportunities for individual advancement and autonomy, collectivism suggests appeals to group goals and support
Masculinity suggests people are more comfortable with traditional division of work, femininity suggests looser boundaries, flexible roles
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The Islamic Work Ethic
Laziness is a vice
Dedication to work is a virtue
Good work benefits one’s self and others
Justice and generosity in the workplace are necessary for society’s welfare
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The Needs Hierarchy in an International Context
Managers around the world have similar needs, but derive different levels of need satisfaction from their jobs e.g., Koreans vs. Germans
Variables other than culture may be at play e.g., Russian managers
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The Needs Hierarchy in an International Context
The ordering of needs in the hierarchy also varies
A proposed Chinese hierarchy (ascending): Belonging Physiological needs Safety Self-actualization in the service of society
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The Extrinsic-Intrinsic Dichotomy in the International Context
Motivational factors tend to be more important than maintenance factors
Yet, differences exist in the importance placed on job outcomes e.g., the US and Japan
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Comparative Management in Focus: Motivation in Mexico
Family is of central importance, but this focus often leads to absenteeism and turnover
For males, the value of work is its ability to help them fulfill breadwinner responsibilities
Effective management style is authoritative and paternal.
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Comparative Management in Focus: Motivation in Mexico
Workers doubt their ability to influence the outcome of their lives
Motivation occurs through training examples, cooperation, and subtle shaming
Motivation through participation may not be effective
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Comparative Management in Focus: Motivation in Mexico
Authority follows the family model
The country’s economic context influences motivation
Fringe benefits are important
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Reward Systems
Five categories: Financial, social status, job content, career, and professional
Japan: Focus on seniority, bonuses, and permanent workers; competition discouraged
China: Focus on social benefits, shift to pay-for-performance and equity-based rewards
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The Global Leader’s Role and Environment
Global business and organizational savvy
Leaders affect motivation and behavior of employees, organizational climate
The content and context of leadership
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Leadership in a Digital World
Three key differences between e-businesses and traditional organizations: Making decisions fast (e.g., eBay) Maintaining flexibility (e.g., Broadcast.com) Focusing on the vision (e.g., Charles Schwab)
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Cross-Cultural Research on Leadership
Effective leadership varies across cultures
People have accepted images of what a leader should be
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Culturally Contingent Beliefs Regarding Effective Leadership
Country TeamSelf-
protectiveParticipative Humane
China 5.57 3.80 5.05 5.18
Egypt 5.55 4.21 4.69 5.14
Mexico 5.75 3.86 4.64 4.71
Sweden 5.75 2.82 5.54 4.73
USA 5.80 3.16 5.93 5.21
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Status and Influence Differences Across Countries The Dutch are skeptical about the value of
leadership
Arabs worship their leaders—as long as they are in power!
Malaysians expect their leaders to be humble, modest, and dignified
The French expect leaders to be “cultivated”
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Universal Facilitators of Leadership Effectiveness
Trustworthiness
Visionary
Inspirational and motivating
Communicative
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Universal Impediments to Leadership Effectiveness
Being a loner and asocial
Non-cooperative
Dictatorial
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Culturally Contingent Leadership Attributes
Individualistic
Status-conscious
Risk-taking
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Comparative Leadership Dimensions
Managerial Initiative Extent of Delegation
USA 73.67 Sweden 75.51
Sweden 72.29 Japan 69.27
Japan 72.20 Norway 68.50
UK 58.25 Spain 44.31
Norway 54.50 Portugal 42.56
Portugal 49.74 Greece 37.95
© 2008 Pearson Prentice Hall
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Comparative Management in Focus: Leadership in the EU
Divergence across the EU: 25 nations, with different histories,
languages, governments, practices, and cultures
Discomfort at incursions on national culture and identity
Convergence across the EU: Competitive need for an “EU style”