Chapter 11: Motivating and Leading

© 2008 Pearson Prentice Hall

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Chapter 11:Motivating and Leading

PowerPoint by

Hettie A. Richardson

Louisiana State University


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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


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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


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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


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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


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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


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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


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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


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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.


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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


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Authority follows the family model

The country’s economic context influences motivation

Fringe benefits are important


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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


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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


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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)


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Cross-Cultural Research on Leadership

Effective leadership varies across cultures

People have accepted images of what a leader should be


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Culturally Contingent Beliefs Regarding Effective Leadership

Country TeamSelf-

protectiveParticipative Humane

China 5.57 3.80 5.05 5.18

Egypt 5.55 4.21 4.69 5.14

Mexico 5.75 3.86 4.64 4.71

Sweden 5.75 2.82 5.54 4.73

USA 5.80 3.16 5.93 5.21


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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”


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Universal Facilitators of Leadership Effectiveness

Trustworthiness

Visionary

Inspirational and motivating

Communicative


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Universal Impediments to Leadership Effectiveness

Being a loner and asocial

Non-cooperative

Dictatorial


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Culturally Contingent Leadership Attributes

Individualistic

Status-conscious

Risk-taking


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Comparative Leadership Dimensions

Managerial Initiative Extent of Delegation

USA 73.67 Sweden 75.51

Sweden 72.29 Japan 69.27

Japan 72.20 Norway 68.50

UK 58.25 Spain 44.31

Norway 54.50 Portugal 42.56

Portugal 49.74 Greece 37.95


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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”

Documents

Chapter 11: Motivating and Leading