Chapter 11
Motivating and Leading
PowerPoint by
Kristopher Blanchard
North Central University
© 2006 Prentice Hall
11-1
Motivating
Motivation is very much a function of the context
of a person’s work and personal life. That context
is greatly influenced by cultural variables, which
affect the attitudes and behaviors of individuals
(and groups) on the job
Fujitsu Uses Pay Cuts a Motivational Tool.
Cutting managers pay will help motivate employees
to work hard in Japan-the spirit of kinship and
team spirit. What about in other cultures? Will
pay cut from bosses induce employees to work
hard? See http://www.fujitsu.com
© 2006 Prentice Hall
11-2
Cross-Cultural Research on
Motivation
High uncertainty avoidance suggests the need for
job security, whereas people with low uncertainty
avoidance would probably be motivated by more
risky opportunities for variety and fast-track
advancement.
High power distance suggests motivators in the
relationship between subordinates and their boss,
whereas low power distance implies that people
would be more motivated by teamwork and
relations with their peers.
© 2006 Prentice Hall
11-3
Cross-Cultural Research on
Motivation
High individualism suggests people would be
motivated by opportunities for individual
advancement and autonomy; collectivism (low
individualism) suggests that motivation will more
likely work through appeals to group goals and
support.
High masculinity suggests that most people would
be more comfortable with the traditional division
of work and roles; in a more feminine culture, the
boundaries could be looser, motivating people
through more flexible roles and work networks.
© 2006 Prentice Hall
11-4
The Meaning of Work
Work centrality is defined as “the degree of
general importance that working has in the
life of an individual at any given point in
time.”
The higher the mean work centrality score,
the more motivated and committed the
workers would be.
© 2006 Prentice Hall
11-5
The Meaning of Work
© 2006 Prentice Hall
11-6
The Meaning of Work
Functions satisfied by work
– Work provides a needed income
– Is interesting and satisfying
– Provides contacts with others
– Facilitates a way to serve society
– Keeps one occupied
– Gives status and prestige
© 2006 Prentice Hall
11-7
The Meaning of Work
The table can help international managers
– Anticipate people’s attitude towards work
– Identify what aspects of work are meaningful
– Identify the approach they should take to
motivate workers
© 2006 Prentice Hall
11-8
The Needs Hierarchy in the International Context
How applicable are motivation theories proposed
by Maslow and Herzberg in the international
context?
Haire, Ghiselli and Porter’s survey concluded that
Maslow’s needs, in particular the upper-level
ones, are important at the managerial level,
although the managers reported that the degree to
which their needs were fulfilled did not live up to
their expectations.
Ronen concluded that need clusters are constant
across nationalities and that Maslow’s need
hierarchy is confirmed by these clusters. Also,
Herzberg’s categories are confirmed by the crossnational need clusters..
© 2006 Prentice Hall
11-9
The Needs Hierarchy in the International Context
Ronen’s need clusters
Job goals, such as working area, work
time, physical working conditions,
fringe benefits, and job security;
Relationships with co-workers and
supervisors; and
Work challenges and opportunities for
using skills.
© 2006 Prentice Hall
11-10
The Intrinsic-Extrinsic Dichotomy
Two sets of needs that motivate workers
– Motivational Factors (Intrinsic)
– Maintenance Factors (Extrinsic)
Research on managers in Greece found that:
– People are motivated more by the nature
of the work
– Dissatisfactions resulted from conditions
surrounding the work
© 2006 Prentice Hall
11-11
Comparative Management in Focus: Mexico
Mexico:
– Ranks high on power distance
(acknowledgement of authority)
– Ranks high on uncertainty avoidance
(preference for security and formality over
risk)
– Ranks low on individualism
• Prefers family and country over individual
achievement
© 2006 Prentice Hall
11-12
Comparative Management in Focus: Mexico
Most managers in Mexico find that:
– An authoritative and paternal management
style works best
– Employees expect managers to be the
authority
– If not told to something, workers will not do it
– Workers doubt their ability to personally
influence the outcome of their lives (external
locus of control)
– Corrective discipline and motivation must
occur through training examples
© 2006 Prentice Hall
11-13
Comparative Management in Focus: Mexico
Suggestions on how to start self-managed
work teams
– Foster a culture of individual
responsibility among team
members.
– Anticipate the impact of changes in
power distribution.
– Provide leadership from the top
throughout the implementation
process.
© 2006 Prentice Hall
11-14
Comparative Management in Focus: Mexico
Suggestions on how to start selfmanaged work teams
–Provide adequate training to
prepare workers for teamwork.
–Develop motivation and
harmony through clear
expectations.
–Encourage an environment of
shared responsibility.
© 2006 Prentice Hall
11-15
Reward Systems
Rewards usually fall into five categories
– Financial, social, status, job content, career, and
professional
– Emphasis on one or more varies by country
Japan reward systems are based on seniority
In Taiwan recognition and affection are
important
In China low wage rates are compensated
for by free housing, schools, and medical
care
© 2006 Prentice Hall
11-16
The Global Leader’s Role
A representative of the parent firm
The manager of the local firm
A resident of the local community
A citizen of either the host country or
of another country
A member of a profession
A member of a family
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11-17
Factors affecting leadership abroad
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11-18
E-Business Effect on Leadership
Technology has effected the way that
managers lead and motivate employees
–Decisions need to be made fast
–Must maintain flexibility and be
able to roll with the ups and
downs
–Must focus on the vision
© 2006 Prentice Hall
11-19
Contingency Leadership – The Culture
Variable
Modern leadership theory recognizes
that no single leadership style works
well in all situations
As a result of culture-based norms and
beliefs regarding various factors
leaders should be able to choose the
most appropriate style
© 2006 Prentice Hall
11-20
The GLOBE Project
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!
© 2006 Prentice Hall
11-21
The GLOBE Project
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.
© 2006 Prentice Hall
11-22
An Integrated Leadership Model
© 2006 Prentice Hall
11-23