international business, 5 th edition chapter 15 leadership and employee behavior in international...
TRANSCRIPT
intern
ation
al bu
siness, 5
th edition
chapter 15leadership and employee behavior in internationalbusiness
15-2
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
Personality is the relatively stable set of
psychological attributes that distinguishes
one person from another.
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Big Five Personality Traits
Agreeableness
Emotional stability
Openness
Conscientiousness
Extroversion
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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 balanced emotional 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 changebeliefs, ideas,and attitudes
Nonreceptive to new ideasand change
One’s rigidity of beliefs and range of interests
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Self-Efficacy
Self-efficacy indicates a person's beliefs
about his or her capabilities to perform a task.
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Authoritarianism
Authoritarianism is the extent to which an individual believes that power and status differences
are appropriate within hierarchical social systems like
business organizations.
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Self-Esteem
Self-esteem is the extent to which a person believes that
he or she is a worthwhile and deserving individual.
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Perception
Perception is the set of processes by which an
individual becomes aware of and interprets information
about the environment.
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Need-Based Models
• 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 of Motivation
Expectancy theory suggests that 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.
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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
Leadership is the 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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Steps in the Normative Model
Problem recognition
Identifying alternatives
Evaluating alternatives
Selecting the best alternative
Implementation
Follow up and evaluation