15-1 chapter 15 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall International Business, 6th Edition Leadership and Employee Behavior in International Business Griffin & Pustay

15-2 Chapter Objectives 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 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-3 Chapter Objectives (continued) Discuss the nature of managerial decision making in international business Describe group dynamics and discuss how teams are managed across cultures Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-4 Dimensions Influencing Individual Behavior Attitudes Perception Creativity PersonalityStress Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-5 Personality Personality is the relatively stable set of psychological attributes that distinguishes one person from another. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-6 What Determines Personality? NatureNurture Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-7 Big Five Personality Traits Agreeableness Emotional Stability Openness Conscientiousness Extroversion Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-8 Agreeableness High Low Good natured, cooperative, understanding Short tempered, irritable, uncooperative The ability to get along with others Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-9 Conscientiousness High Low Organized, self-disciplined, systematic Disorganized, careless, irresponsible The drive to impose order and precision Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-10 Emotional Stability High Low Resilient, calm, secure Reactive, excitable, insecure The inclination to maintain a balanced emotional state Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-11 Extroversion High Low Sociable, talkative, assertive Less sociable, quiet, introverted One’s comfort level with relationships Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-12 Openness High Low Willing to change beliefs, ideas, and attitudes Nonreceptive to new ideas and change One’s rigidity of beliefs and range of interests Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-13 Other Personality Traits Locus of ControlSelf-Efficacy AuthoritarianismSelf-Esteem Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-14 Locus of Control InternalExternal Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-15 Self-Efficacy Self-efficacy indicates a person's beliefs about his or her capabilities to perform a task. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-17 Self-Esteem Self-esteem is the extent to which a person believes that he or she is a worthwhile and deserving individual. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-18 Attitudes across Cultures Job satisfaction Organizational commitment Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-19 Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-20 Perception Perception is the set of processes by which an individual becomes aware of and interprets information about the environment. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-21 Stress Stress is an individual's response to a strong stimulus. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-22 Theories of Motivation Need-based models Process-based models Reinforcement model Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-23 Need-Based Models Maslow’s Hierarchy of Needs McClelland’s Learned Needs Framework Herzberg’s Two-Factor Theory Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-24 Maslow’s Hierarchy of Needs Self-actualization Self-esteem Social Security Physiological Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-25 McClelland’s Learned Needs Framework Need for achievement Need for affiliation Need for power Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-26 Herzberg’s Two-Factor Theory Hygiene factors Motivator factors Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-31 Figure 15.2 The Role of Managers Varies across Cultures Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-32 Models of Decision Making Normative Descriptive Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-33 Figure 15.3 Models of the Decision-Making Process Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-34 Steps in the Normative Model Problem Recognition Identifying Alternatives Evaluating Alternatives Selecting the Best Alternative Implementation Follow up and Evaluation Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-35 Groups and Teams in International Business Regardless of whether a firm is a small domestic company or a large MNC, much of its work is accomplished by people working together as part of a team, task force, committee, or operating group Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

15-36 Characteristics of Mature Teams Develops a well-defined role structure Establishes norms for members Promotes cohesiveness Includes informal leaders Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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