Presentation on theme: "International business, 5 th edition chapter 15 leadership and employee behavior in international business."— Presentation transcript:
international business, 5 th edition chapter 15 leadership and employee behavior in international business
15-2 Chapter Objectives 1 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
15-3 Chapter Objectives 2 Discuss the nature of managerial decision making in international business Describe group dynamics and discuss how teams are managed across cultures
15-15 Self-Efficacy Self-efficacy indicates a person's beliefs about his or her capabilities to perform a task.
15-16 Authoritarianism Authoritarianism is the extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like business organizations.
15-17 Self-Esteem Self-esteem is the extent to which a person believes that he or she is a worthwhile and deserving individual.
15-18 Attitudes across Cultures Job satisfaction Organizational commitment
15-19 Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers
15-20 Perception Perception is the set of processes by which an individual becomes aware of and interprets information about the environment.
15-21 Stress Stress is an individual's response to a strong stimulus.
15-22 Theories of Motivation Need-based models Process-based models Reinforcement model
15-23 Need-Based Models Maslow’s Hierarchy of Needs McClelland’s Learned Needs Framework Herzberg’s Two-Factor Theory
15-24 Maslow’s Hierarchy of Needs Self-actualization Self-esteem Social Security Physiological
15-25 McClelland’s Learned Needs Framework Need for achievement Need for affiliation Need for power
15-26 Herzberg’s Two-Factor Theory Hygiene factors Motivator factors
15-27 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.
15-28 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
15-29 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.
15-30 Table 15.2 Differences between Leadership and Management ActivityManagementLeadership Creating an agendaPlanning 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 plansControlling and problem solving. Monitoring results. Motivating and inspiring. Energizing people. OutcomesProduces predictability and order. Produces change.
15-31 Figure 15.2 The Role of Managers Varies across Cultures
15-32 Models of Decision Making Normative Descriptive
15-33 Figure 15.3 Models of the Decision-Making Process
15-34 Steps in the Normative Model Problem recognition Identifying alternatives Evaluating alternatives Selecting the best alternative Implementation Follow up and evaluation
15-35 Characteristics of Mature Teams Develops a well-defined role structure Establishes norms for members Promotes cohesiveness Includes informal leaders