Chapter 11: Motivating and Leading

1. Chapter 11:Motivating and Leading PowerPoint by Hettie A. Richardson Louisiana State University

2. Opening Profile: Fujitsu Uses Pay Cuts to Motivate • Fujitsu will cut the salaries of 14,000 managers • The goal is to create a sense of urgency and team spirit • If Fujitsu meets its profit goals, full salaries may be restored

3. 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

4. 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

5. 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

6. The Needs Hierarchy in an 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

7. The Needs Hierarchy in an International Context • The ordering of needs in the hierarchy also varies • A proposed Chinese hierarchy (ascending): • Belonging • Physiological needs • Safety • Self-actualization in the service of society

8. The Extrinsic-Intrinsic Dichotomy in the International Context • Motivational factors tend to be more important than maintenance factors • Yet, differences exist in the importance placed on job outcomes • e.g., the US and Japan

9. Comparative Management in Focus: Motivation in Mexico • 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.

10. Comparative Management in Focus: Motivation in Mexico • 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

11. Comparative Management in Focus: Motivation in Mexico • Authority follows the family model • The country’s economic context influences motivation • Fringe benefits are important

12. Reward Systems • Five categories: 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

13. 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

14. Leadership in a Digital World • Three key differences between e-businesses and traditional organizations: • Making decisions fast (e.g., eBay) • Maintaining flexibility (e.g., Broadcast.com) • Focusing on the vision (e.g., Charles Schwab)

15. Cross-Cultural Research on Leadership • Effective leadership varies across cultures • People have accepted images of what a leader should be

16. Culturally Contingent Beliefs Regarding Effective Leadership

17. Status and Influence Differences Across Countries • 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”

18. Universal Facilitators of Leadership Effectiveness • Trustworthiness • Visionary • Inspirational and motivating • Communicative

19. Universal Impediments to Leadership Effectiveness • Being a loner and asocial • Non-cooperative • Dictatorial

20. Culturally Contingent Leadership Attributes • Individualistic • Status-conscious • Risk-taking

21. Comparative Leadership Dimensions

22. Comparative Management in Focus: Leadership in the EU • Divergence across the EU: • 25 nations, with different histories, languages, governments, practices, and cultures • Discomfort at incursions on national culture and identity • Convergence across the EU: • Competitive need for an “EU style”