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Presented by:

Vaibhav Singh (146)

Rajkumar Agarwal (124)

Prerak Shah (061 )

Siddharth Malik ()

Rahul Awasthy ()

Leadership, Decision Making, Motivation,Leadership, Decision Making, Motivation,

Conflict and NegotiationConflict and Negotiation

Latin AmericaLatin America

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Argentina

Venezuela

Mexico

Peru Colombia

Chile

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Common cultural traits at the core Authoritarian,Paternalistic traits.

Uncertainty Avoidance positively correlated with

leader control

Power Distance negatively correlated with leaderdelegation

High in Masculinity Index Authoritative andAggressiveness

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Autocratic Leaders Chile, Argentina, Mexico

Chilean organizations hierarchical;punishments used more than rewards ABARCA

Leaders directive, relationship oriented; lowconflict work relationship high leader jobsatisfaction

Traditional Leader Prototype el Patron

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Causes High degree of interaction with Western world

Strong economic development Modernization Role of Women in management

Modern Latin American leader prototype

EL Lider Moderno

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High Uncertainty avoidance & Maslows theory of Needs Need for security highest

Employees motivated by group work and sharing of responsibility

Achievement orientation and McClellands needs theory Low need for Achievement

High need for affiliation

Low performance orientation

High context culture and Goal setting theory Lack of specific, clearly defined goals

Performance affected by inadequate feedback

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Collectivism and Adams Equity theory Employees expect rewards to reflect their

individual needs as well as performance

Entitlement attitude : expecting outcomes tobe greater than inputs

Short-term orientation & Adams Equity

theory Less information about others, therefore make

self-inside and self-outside comparisons

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Leaders care for and respect subordinates

Motivated subordinates show punctuality

and high degree of performance Managers in Latin America believe in

training as a reward

Employees also feel proud of being sent to

training

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Performance appraisals not typical inmany Latin American companies

Managers must be interpersonallysensitive and deliver feedback with care

Symbolic Rewards which show respectand high appreciation

Involvement of Employees families inCompany Sponsored events

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Conflict Definition We are caught in a Net

Conflict Resolution Style Avoidance / Harmony

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Mendonsa, E.L., (1988), How to do Business in Latin America, Purchasing

World, Vol:32,58

http://www.beyondintractability.org/essay/culture_conflict/

http://www.beyondintractability.org/essay/culture_negotiation/?nid=1187

Kozan, M. Kamil, (1997), Culture and Conflict Management: A Theorotical

framework, International Journal of Conflict Management, Vol. 8 (4)

Romero, E.J.,(2004), Latin American Leadership: EL Patron, EL Lider Moderno,

Cross Cultural Management, Vol.11 (3), 25

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THANK YOU