1. GROUP 2 Chapter 3 Class Discussion

2. 4 Major Levels of Self-Motivation 1. Self-Confidence and Self-Efficacy  (Statements 1, 2, 6, 8) 2. Positive Thinking, and Positive Thinking About the Future  (Statements 4, 9, 11, 12) 3. Focus and Strong Goals  (Statements 3, 7) 4. Motivating Environment  (Statements 5, 10)

3. A few main points… Motivation doesn't come naturally to everyone. And even those who are highly self-motivated need some extra help sometimes. If you actively keep your internal motivation high, you can significantly increase the likelihood of achieving your hopes, dreams, and visions of the future.

4. Diagnosing and Changing Organizational Culture By Cameron and Quinn The Organizational Culture Assessment Instrument  Rank your organization as it is now and as you want it to be  Compare and make changes accordingly

5. DISC Survey

6. DISC Survey Results D(Dominant) A dominant person generally is a direct, positive and straightforward person. He likes to be in charge, do things fast and wants immediate results for his efforts. He is a determined, independent person who likes to solve problems and face challenges. I(Influential) An influential person is a very people oriented person. They are friendly outgoing, sociable and they often are around friends. They define themselves by their relationships and they thrive on social contact. They can get along well with most people because they are generally interested in people.

7. DISC Survey Results Continued S(Steady) Most Singaporeans, or Asians fall into this category of personalities. Steady individuals generally thrive supporting a D(dominant) leader and doing the work behind the scenes. C(Conscientious) Consicentious people are very useful in any organization; they are precise and called to detail. They are very systematic people and they need a lot of information when performing a project. They are like the S(steady) people and they would choose to avoid conflict and tend to be more accommodating to others.

8. 20 Items What personality type are you? ‘20 Items’  Finish the phrase “I am…” with adjectives, items, or descriptions

9. The Transformation of Positive Values

10. The Leadership Grid

11. How Do We Study Culture? Content Analysis  Look for patterns  Make assumptions Ethnographic Field Work  Observations of consumers’ emotional responses * all information from MKT 3352 Course Notes

12. Differing Cultural Values Individual vs. Collectivist Youth vs. Age Centered  China values and respects elderly  US sees elderly as “used up” Extended vs. Limited Family  China values extended family and multiple generations  US family is typically smaller and sometimes less involved * all information from MKT 3352 Course Notes

13. Differing Cultural Values Continued Masculine vs. Feminine Tradition vs. Openness to Change  China and other Asian cultures have more traditional values  US has changing values and is more open Hard Work vs. Leisure  China values hard work and moving up in organizations  US can come across as entitled and “lazy” * all information from MKT 3352 Course Notes

14. Which of These Six Leadership Styles Works Best? WSJ Article by Alan Murray

15. The Six Styles of Leadership Visionary Coaching Affiliative Democratic Pacesetting Commanding

16. 1. Visionary Appropriate when company needs new direction "Visionary leaders articulate where a group is going, but not how it will get there.”-Daniel Goleman People are free to experiment and innovate

17. 2. Coaching A one-on-one style that focuses on developing individuals by showing them how to improve performance Works best when employee shows initiative Micromanaging problem

18. 3. Affiliative Emphasizes team work and creates harmony in a group setting Used to increase morale, communication, and broken trust Too much group praise could lead to mediocrity

19. 4. Democratic Used in organizations with unclear direction Taps into collective wisdom of the group Not used if time is an important factor

20. 5. Pacesetting Leader sets high standards for performance The leader is obsessive about everyone’s performance "Our data shows that, more often than not, pacesetting poisons the climate”- Daniel Goleman

21. 6. Commanding A “military” style of commanding Most often used, least often effective Involves criticism, hurts morale Most effective in urgent situations

22. Something to Remember.. “what distinguishes each leadership style above is not the personal characteristics of the leader, but rather the nature and needs of those who are being led.”- Alan Murray

23. Source Murray, Alan. "Which of These Six Leadership Styles Works Best?" Wall Street Journal (2010). 4 Feb. 2010. Web. 29 Jan. 2011..

24. China’s leadership styles Personal Experiences  Bosses  Leaders  Teachers  Coaches Compare and contrast leaders from different cultures Cross Cultural Leadership Styles

25. The End