©2004 prentice hall15-1 chapter 15: leadership and employee behavior in international business...
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©2004 Prentice Hall15-1
Chapter 15:Leadership and Employee Behavior in InternationalBusiness
International Business, 4th Edition
Griffin & Pustay
©2004 Prentice Hall15-2
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 leadership in international business
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Chapter Objectives_2
Discuss the nature of managerial decision making in international business
Describe group dynamics and discuss how teams are managed across cultures
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Personality Differences across Cultures
Relatively stable set of psychological attributes that distinguishes one person from another
Nurture versus nature
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Big Five Personality Traits
Agreeableness Conscientiousness Emotional Stability Extroversion Openness
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Agreeableness
Agreeableness
High Low
Good natured,Cooperative,understanding
Short tempered,Irritable,
uncooperative
The ability to get along with others
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Conscientiousness
Conscientiousness
High Low
Organized,Self-disciplined,systematic
Disorganized,Careless,
irresponsible
The drive to impose order and precision
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Emotional Stability
Emotional Stability
High Low
Resilient,calm,secure
Reactive, excitable,
insecure
The inclination to maintain a balancedemotional state
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Extroversion
Extroversion
High Low
Sociable,talkative,assertive
Less sociable,quiet,
introverted
One’s comfort level with relationships
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Openness
Openness
High Low
Willing to Change beliefs, ideas, andattitudes
Nonreceptiveto new ideas
and change
One’s rigidity of beliefs and rangeof interests
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Other Personality Traits at Work
Locus of Control Self-efficacy Authoritarianism Self-esteem
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Attitudes Across Cultures
Job satisfaction Organizational Commitment
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Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers
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Perception Across Cultures
Set of processes by which an individual becomes aware of and interprets information about the environment
Stereotyping – Occurs when we make inferences about
someone because of one or more characteristics they possess
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Workers in different cultures exhibit different profiles of characteristics, motivations, and processes
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Motivational Processes Across Cultures
Need-based models of motivation: Attempt to identify the specific need or set of needs that results in motivated behavior
Process-based models of motivation: Focus on conscious thought processes people use to select one behavior from among several
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Need-Based Models Across Cultures
Maslow’s Hierarchy of Needs McClelland’s Learned Needs
Framework Herzberg’s Two-Factor Theory
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Expectancy Theory: A Process-Based Model
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
Cultural factors will affect the nature of work goals and people’s perceptions of how they should pursue them
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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
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Leadership
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
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Table 15.2 Differences between Leadership and Management
Activity Management Leadership
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. Monitoring results.
Motivating and inspiring. Energizing people.
Outcomes Produces predictability and order.
Produces change.
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Figure 15.2 The Role of Managers Varies across Cultures
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Models of Decision Making
Normative Model: managers apply logic and rationality in making the best decisions
Descriptive Model: behavioral processes limit a manager’s ability to always be logical and rational
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Figure 15.2 Models of the
Decision-Making Process
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The Normative Model Across Cultures
Step 1: Problem Recognition Step 2: Identifying Alternatives Step 3: Evaluating Alternatives Step 4: Selecting the Best Alternative Step 5: Implementation Step 6: Follow-up ad Evaluation
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Mature Team Characteristics
Develops a well-defined role structure Establishes norms for members Promotes cohesiveness Includes informal leaders
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Managers must remain cognizant of differences resulting from diversity within a group