powerpoint by: mohamad sepehri, ph.d. jacksonville...
TRANSCRIPT
PowerPoint by: Mohamad Sepehri, Ph.D.
Jacksonville University
11-1 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Chapter Learning Goals
1. Understand the complexity and the
variables involved in cross-cultural
motivation and leadership.
2. Learn to use the research on cultural
dimensions as tools to understand how to
motivate people in different cultural
contexts.
3. Become familiar with some common
features of Mexican culture and context
and how to motivate employees.
11-2 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Chapter Learning Goals
4. Understand how leadership styles and
practices vary around the world.
5. Emphasize what makes a successful “global
leader”.
6. Gain familiarity with the variables of
context, people, and situations affecting the
leadership role.
11-3 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Opening Profile: The EU Business Leader—
Myth or Reality?
The EU is now compromised of 27 nations and a
market of over 400 million people.
Differences in:
Histories and language
Government systems
Business practices
Educational systems
Religions
National cultures
Demonstrates the need for an “EU style”
leadership which will work across EU markets
11-4 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
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
11-5 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
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
11-6 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
The Meaning of Work (MOW)
Factors Most Valued About
Work
• A needed income
• Interest and Satisfaction
• Contacts with others
• A way to serve society
• A means of keeping occupied
• Status and prestige
11-7 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
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.
Life has no meaning without work.
More leisure time is good for society.
Human relations in organizations should be emphasized and encouraged.
One should constantly work hard to meet responsibility.
11-8 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
The Needs Hierarchy in the
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
11-9 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
The Needs Hierarchy in the
International Context
Self-actualization in the service
of society
Physiological needs
Safety
Belonging
11-10 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
A Proposed Chinese
Hierarchy
Comparative Management in Focus:
Motivation in Mexico
Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall 11-11
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.
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.
Comparative Management in Focus:
Motivation in Mexico
Authority follows the
family model
The country’s economic context
influences motivation
Fringe benefits are important
11-12 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Conflicting Motivational Techniques in
Western-Russian Joint Ventures
11-13 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
EXHIBIT 11-2 Conflicting Motivational Techniques in Western-Russian Joint Ventures
The Role of Culture in Job Motivation
11-14 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
EXHIBIT 11-3 The Role of Culture in Job Motivation
Reward Systems
United States
Focus on 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
11-15 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
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
11-16 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
The Global Mindset of Successful Leaders
Personal Work Style
General Perspective
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Prentice Hall 11-17
High “cultural quotient” (CQ)
Open minded and flexible
Effective cross-cultural communicator and collaborator
Team player in a global matrix
Supports global objectives and balances global with local goals and practices
Broad system perspective Personal autonomy and
emotional resilience Change is welcomed and
facilitated Enables boundary-less
organization Operates easily in cross-
cultural and cross-functional environment
Global learning is sought and used for career development
Management Focus: Leadership
in a Digital World
11-18 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Key differences between
e-businesses and traditional
organizations
Cross-Cultural Research in Leadership
Effective leadership varies across cultures
People have accepted images of what a
leader should be.
11-19 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Culturally Contingent Beliefs Regarding
Effective Leadership Style
Country Charisma Team Self-
Protective
Partici-
pative Humane
Autono-
mous
Brazil 6.01 6.17 3.50 6.06 4.84 2.27
China 5.57 5.57 3.80 5.05 5.18 4.07
Denmark 6.01 5.70 2.82 5.80 4.23 3.79
India 5.85 5.72 3.78 4.99 5.26 3.85
Mexico 5.66 5.75 3.86 4.64 4.71 3.86
United
States 6.12 5.80 3.16 5.93 5.21 3.75
11-20 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Leadership Status and Influence differences
Across Cultures
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”.
11-21 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
The Universal Facilitators of
Leadership Effectiveness
Trustworthiness
Visionary
Inspirational and motivating
Communicative
11-22 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Universal Impediments to
Leadership Effectiveness
Being a loner and
asocial
Non-cooperative
Dictatorial
11-23 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Culturally Contingent Endorsement of
Leader Attributes
Individualistic Status-
Conscious Risk-Taking
11-24 Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall
Comparative Leadership Dimensions:
Participation and Initiative
Managerial Initiative
0=low; 100=high
Extent to Delegate
0=low; 100=high
Copyright ©2011 Pearson Education, Inc. publishing as
Prentice Hall 11-25
USA 73.67
Sweden 72.29
Japan 72.20
Finland 69.58
Korea 67.86
Ireland 64.76
France 64.64
Austria 62.56
Italy 62.40
Canada 61.56
Spain 61.55
Greece 58.50
UK 58.25
Norway 54.50
Sweden 75.51
Japan 69.27
Norway 68.50
USA 66.23
Canada 64.38
Finland 62.92
Ireland 59.53
UK 58.95
Austria 54.29
France 53.62
Italy 46.80
Spain 44.31
Greece 37.95