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Internal Environment: Behavior
Individual BehaviorP = f (A, M) Motivation defined!Homeostasis
--- applied to psychological needsMotivationTheories ---
Applicability across cultures??Content Theories and Cross Cultural
ApplicabilityMaslows Need Hierarchy and Alderfers ERGTwo Factor
Theory of Motivation - HerzbergMcClelland Achievement
Motivation
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Internal Environment: BehaviorProcess Theories and Cross
Cultural ApplicabilityEquity Theory of MotivationGoal -
SettingExpectancy Theory of Motivationvalence Effort Performance
Outcome expectancy instrumentality
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Motivation and HofstedeHigh UNC - job securityLow UNC -
fast-track, more risky opportunities
Low POW - motivation through teamwork and peersHigh POW -
motivation depends on boss
High IND - motivation through opportunities for individual
advancementLow IND - motivation through appeals to group goals and
support
High MASC - comfortable with traditional division of work
rolesFeminine - looser definition of roles, more flexible
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The Meaning of WorkTied to economic necessityWhat else?Thai:
work = ngan(same word as the word for play)Work centrality -
relative importance of workFunctions of work?
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Work CentralityWork centrality the degree of general importance
that working has in the life of an individual at any given point in
time.
Mean work centrality score increases, the more motivated and
committed the workers would be.
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The Meaning of Work (MOW) ResearchFunctions satisfied by
workWork provides a needed incomeIs interesting and
satisfyingProvides contacts with othersFacilitates a way to serve
societyKeeps one occupiedGives status and prestigeThe MOW team
looked at the score for each function for various countries - Study
results: Britain (lowest), Germany, Netherlands, Belgium, USA,
Israel, Japan
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The Relative Meaning of Work in Eight Countries(Exhibit
11-1)8.07.757.57.257.06.756.56.256.0Japan (7)(former) Yugoslavia
(5)
Israel (4)USA (3)
Belgium (1)Netherlands (1)Germany (1)Britain
(0)7.787.307.106.946.816.696.676.36N = 3144N = 521N = 893N = 996N =
446
N = 976N = 1276
N = 409Numbers in parentheses indicate the numberof countries
significantly lower (p
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Motivation Theories in the International ContextHow applicable
are motivation theories proposed by Maslow and Herzberg in the
international context?Haire, Ghiselli and Porters survey concluded
that Maslows needs, in particular the upper-level ones, are
important at the managerial levelRonen concluded that need clusters
are constant across nationalities and that Maslows need hierarchy
is confirmed by these clusters. Also, Herzbergs categories are
confirmed by the cross-national need clusters..
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The Need Hierarchy in the International ContextRonens need
clustersJob goals, such as working area, work time, physical
working conditions, fringe benefits, and job security;relationships
with co-workers and supervisors; andwork challenges and
opportunities for using skills.
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Group BehaviorGroup effectiveness = individual behavior + Mature
group = effective groupStages of developmentTwo main
characteristics for the analysis of GroupsLeadership and
composition
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LeadershipWhich Hofstede dimensions?Types of leadership styles:
autocratic, participative, groupauthoritarian, democratic,
laissez-faireTheory X, Theory Y
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Research: traits, behaviors, contingency approachVroom -
YettonAcross cultures: Haire, Ghiselli, PorterSouth-European and
Nordic-European --- more autocratic, more Theory XSouth-European
give a little more autonomy to employees in working out details
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Both support participative leadership practicesSmaller companies
participativeJapanese Theory Y --- employees learn from
mistakesGermans Theory X --- autocratic, stop poor performance
asap
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Group Behavior: Group Composition --- Multicultural TeamsImpact
of cultural diversity on group performance?group productivity =
f(task, resources, process)actual productivity = potential
productivity - losses due to faulty processactual productivity or =
potential productivity or - losses or
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benefits associated with cultural diversity: # of alternatives
generated; quality of alternatives; creativity/divergence; no
groupthink
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Process Losses: potential for miscommunication increases;
cohesiveness decreases; negative attitudes (dislike, mistrust);
perceptual problems (stereotyping); stress
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managing team effectiveness:Multicultural teams have the
potential to be the most or the least effective teamsGroup
development stages: entry, work, actionTask: innovative or
routine
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Manage culturally diverse teams through:
task-related selectionrecognition of differencessuperordinate
goalsequal powermutual respectfeedback
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Variables in the Leaders RoleThe content of leadership comprises
the attributes of the leader and the decisions to be madeThe
context of leadership comprises all those variables related to the
particular situation.
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Factors Affecting Leadership Abroad(Exhibit 11-7)CONTENT
Attributes of the PersonJob position knowledge, experience,
expectationsLongevity in company, country, functional
areaIntelligence and cultural learning or change abilityPersonality
as demonstrated in values, beliefs, attitudes toward foreign
situationsMultiple memberships in work and professional
groupsCharacteristics of Decision SituationDegree of complexity,
uncertainty, and riskIn-country information needs and
availabilityArticulation of assumptions and expectationsScope and
potential impact on performanceNature of business partners
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Factors Affecting Leadership Abroad(contd.)Decision and personal
work styleAuthority and autonomy requiredRequired level of
participation and acceptance by employees, partners, and
governmentLinkage to other decisionsPast management legacyOpenness
to public scrutiny and responsibility
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Factors Affecting Leadership Abroad(contd.)CONTEXTAttributes of
the Job or PositionLongevity and past success of former role
occupants in the positionTechnical requirements of the jobRelative
authority or powerPhysical location (e.g., home office, field
office)Need for coordination, cooperation, and integration with
other unitsCharacteristics of the Firm and Business EnvironmentFirm
structure: size, location, technology, tasks, reporting, and
communication patternsFirm process: decision making, staffing,
control system, reward system, information system, means of
coordination, integration, and conflict resolution
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Factors Affecting Leadership Abroad(contd.)Resource
availabilityForeign peer group relationsFirm outputs: products,
services, public image, corporate culture, local history, and
community relationsBusiness environment: social-cultural,
political-economic, and technological aspects of a country or
market
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Culturally-Contingent Beliefs Regarding Effective Leadership
Styles(Selected data)(Exhibit
11-8)CountryNCharismaTeamSelf-Part.HumaneAuton. Protective
Austria1696.035.743.076.004.934.47Brazil2646.016.173.506.064.842.27China1605.575.573.805.055.184.07Denmark3276.015.702.825.804.233.79England1686.015.713.045.574.903.92India2315.855.723.784.995.263.85Israel5436.235.913.644.964.684.26Japan1975.495.563.615.084.683.67Mexico3275.665.753.864.644.713.86Russia3015.665.633.694.674.084.63USA3996.125.803.165.935.213.75Scale
1 to 7 in order of how important those behaviors are considered for
effective leadership (7 = highest)
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Culturally-Contingent Beliefs Regarding Effective Leadership
StylesSample comments made by managers from various
countries:Americans appreciate two kinds of leaders. They seek
empowerment from leaders who grant autonomy and delegate authority
to subordinates. They also respect the bold, forceful, confident,
and risk-taking leader, as personified by John Wayne.The Dutch
place emphasis on egalitarianism and are skeptical about the value
of leadership. Terms like leader and manager carry a stigma. If a
father is employed as a manager, Dutch children will not admit it
to their schoolmates.Arabs worship their leaders as long as they
are in power!
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Culturally-Contingent Beliefs Regarding Effective Leadership
Styles(contd.)Iranians seek power and strength in their
leaders.Malaysians expect their leaders to behave in a manner that
is humble, modest, and dignified.The French expect their leaders to
be cultivated highly educated in the arts and in mathematics.
R. House, et al.
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The Culture Contingency in the Leadership Process: An
Integrative Model(Exhibit
11-12)ContextContentLeader-FollowerSituationExternal
OriginPoliticalEconomicTechnologicalCulturalLevel of
Divergence/Convergence ofCulture/ManagementLeaderCultural
sensitivityValues, motivesAbility, experiencesSource of
powerPersonality, styleSubordinatesValues, normsAbility,
experiencesNeeds, motivesLocus of controlLeader Behavior
VariablesAutocratic or participativeTask or people orientedReward
systemTransformationalInteractionInfluence
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The Culture Contingency in the Leadership Process: An
Integrative Model(contd.)Internal OriginOrganization factorsTask
factorsResource availabilitySystemsProcessesWork GroupsValues,
normsWork goalsAuthority systemGroup
processesEmployeeBehaviorVariablesExpectancy achievementValue of
rewardsResponsiveness to Leader behaviorsGroup responseEffort
ProductivityPerformance QualityAbility to Achievement ofAchieve
goals individual and group goalsSatisfaction Positive
climateTurnover SatisfactionAbsenteeismQualityFeedback
RewardsMotivationMotivationEffectsOutcomes