griffin ib7 inppt_15
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Griffin ib7 inppt_15TRANSCRIPT
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Chapter 15 - 1
Chapter 15
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Leadership and Employee Behavior in International Business
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Chapter 15 - 2
Learning Objectives• Identify and discuss basic perspectives on
individual differences in different cultures• Discuss the motivation of employees in
international business• Review managerial leadership and
decision making in international business • Describe group dynamics and discuss
how teams are managed across cultures
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
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Chapter 15 - 3
Individual Behavior in International Business
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Chapter 15 - 4
Personality Differences Across Cultures
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“Nature versus Nurture”
Biological Factors
Environmental Factors
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Chapter 15 - 5Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
• Agreeableness
• Conscientiousness
• Emotional Stability
• Extroversion
• Openness
The “Big Five” Personality Traits
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Chapter 15 - 6Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Other Personality Traits
•Locus of Control
•Self-Efficacy
•Authoritarianism
•Self-Esteem
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Chapter 15 - 7Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Attitudes Across Cultures
Job Satisfaction
OrganizationalCommitment
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Chapter 15 - 8Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
StereotypingCultural
Differences
Perceptions Across Cultures
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Chapter 15 - 9Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Stress Across Cultures
ExcessiveOptimal
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Chapter 15 - 10
Summary of Discussion
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Chapter 15 - 11
Motivation in International Business
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Chapter 15 - 12
Needs and Values Across Cultures
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Needs Values
Primary
Secondary
Learned
Developed
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Chapter 15 - 13
Motivational Processes Across Cultures
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•Need-Based•Process-Based•Reinforcement
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Chapter 15 - 14Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
GeertHofstede
AbrahamMaslow
David McClelland
FrederickHerzberg
Need-Based Models Across Cultures
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Chapter 15 - 15Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Geert Hofstede’s Dimensions of Culture
1.Social Orientation
2.Power Orientation
3.Uncertainty Orientation
4.Goal Orientation
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Chapter 15 - 16
Abraham Maslow’s Hierarchy of Needs
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Self-Actualization
Self-Esteem
Social
Security
Physiological
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Chapter 15 - 17
David McClelland’s Learned
Needs Framework
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Differences in Cultural Orientation
Individualistic, Uncertainty Accepting, Power-Tolerant, and Aggressive Goal
Collectivistic, Uncertainty Avoiding, Power-Respecting, and Passive Goal
Achievement and Power
Affiliation
Higher Lower
Lower Higher
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Chapter 15 - 18
•Satisfaction•Dissatisfaction
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Frederick Herzberg’s Two-Factor Theory
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Chapter 15 - 19Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Process-Based Models
Expectancy TheoryExpectancy Theory
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Chapter 15 - 20
The Reinforcement Model Across Cultures
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Positive Outcomes
Reinforcement
Negative Consequences
Punishment
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Chapter 15 - 21
Summary of Discussion
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Chapter 15 - 22
Leadership in International Business
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Chapter 15 - 23
Leading vs. Managing
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Activity Management Leadership
Create an Agenda
Develop a Network
Execute Plans
Overall Outcomes
Plan and Budget
Organize and Staff
Control and Solve
Predictable, Orderly
Establish Direction
Align People
Motivate and Inspire
New, Change
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Chapter 15 - 24
Contemporary Leadership Theories
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Differences Among Subordinates
The Group, Organization, and Leader
Subordinates Desire to Participate
Situational Factors
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Chapter 15 - 25
Leadership Behavior and Hofstede's Cultural
Factors
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Uncertainty Goal
Social Power
Orientation
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Chapter 15 - 26
Summary of Discussion
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Chapter 15 - 27
Decision Making in International Business
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Chapter 15 - 28
Decision-Making Models
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Normative Descriptive
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Chapter 15 - 29
1. Recognize that a problem exists
2. Identify potential alternatives
3. Evaluate each alternative
4. Select the best alternative
5. Implement the alternative
6. Follow-up and evaluate Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
The Normative Model
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Chapter 15 - 30
The Descriptive Model
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Bounded Rationality
Satisficing
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Chapter 15 - 31
The Normative Model Across Cultures
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Stages in the Process Cultural Dimension
1. Recognize a Problem Social Orientation
2. Identify Alternatives Power Orientation
3. Evaluate the Alternatives Goal Orientation
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Chapter 15 - 32
The Normative Model Across Cultures
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Stages in the Process Cultural Dimension
4. Select an Alternative Social Orientation
5. Implement the Alternative Power Orientation
6. Follow-Up and Evaluate Power Orientation
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The Descriptive Model Across Cultures
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 15 - 33
Few Research Studies
Hard to Predict Influence
Potential Limitations
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Chapter 15 - 34
Summary of Discussion
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Chapter 15 - 35
Groups and Teams in International Business
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Chapter 15 - 36
Dynamics of Groups
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Groups vs. Teams
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Chapter 15 - 37
A Mature Team
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Well-Defined Role Structure
Established Norms for Members
Team Members Are Cohesive
Informal Leaders Direct the Team
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Chapter 15 - 38
Cross-Cultural Teams
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Dynamics
Conflict
Communication
Creativity
Norms
Cohesiveness
Informal Leadership
Heterogeneous
Higher
Lower
Higher
Weaker
Lower
Ambiguity
Homogenous
Lower
Higher
Lower
Stronger
Higher
Clarity
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Chapter 15 - 39
Cultural Factors
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Social Orientation Power Orientation
Goal OrientationUncertainty Orientation
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Chapter 15 - 40
Summary of Discussion
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Chapter 15 - 41
Chapter 15
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Leadership and Employee Behavior in International Business
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Chapter 15 - 42Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.