15-1 chapter 15 copyright 2010 pearson education, inc. publishing as prentice hall international...
TRANSCRIPT
15-1
chapter 15
Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
International Business, 6th E
dition
Leadership and Employee
Behavior in
International
Business
Griffin & Pustay
15-2
Chapter Objectives
• 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 (continued)
• 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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Dimensions Influencing Individual Behavior
Attitudes
Perception
Creativity
PersonalityStress
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Personality
Personality is the relatively stable set
of psychological attributes
that distinguishes
one person from another.
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What Determines Personality?
Nature Nurture
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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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Other Personality Traits
Locus of Control Self-Efficacy
Authoritarianism Self-Esteem
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Locus of Control
Internal External
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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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Attitudes across Cultures
Job satisfaction
Organizationalcommitment
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Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers
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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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Stress
Stress is an
individual's response
to a strong stimulus.
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Theories of Motivation
Need-basedmodels
Process-basedmodels
Reinforcementmodel
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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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Maslow’s Hierarchy of Needs
Self-actualization
Self-esteem
Social
Security
Physiological
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McClelland’s Learned Needs Framework
Need for achievement
Need for affiliation
Need for power
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Herzberg’s Two-Factor Theory
Hygiene factors
Motivatorfactors
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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. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
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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
Descriptive
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Figure 15.3 Models of the Decision-Making Process
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Steps in the Normative Model
Problem Recognition
Identifying Alternatives
Evaluating Alternatives
Selecting the Best Alternative
Implementation
Follow up and Evaluation
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Groups and Teams in International Business
Regardless of whether a firm is a small
domestic company or a large MNC, much
of its work is accomplished by people
working together as part of a team, task
force, committee, or operating group
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Characteristics of Mature Teams
• Develops a well-defined role structure
• Establishes norms for members
• Promotes cohesiveness
• Includes informal leaders
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