1. © 2008 Pearson Prentice Hall 11-1 Chapter 11: Motivating and Leading PowerPoint by Hettie A. Richardson Louisiana State University

2. © 2008 Pearson Prentice Hall 11-2 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

3. © 2008 Pearson Prentice Hall 11-3 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

4. © 2008 Pearson Prentice Hall 11-4 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

5. © 2008 Pearson Prentice Hall 11-5 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

6. © 2008 Pearson Prentice Hall 11-6 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

7. © 2008 Pearson Prentice Hall 11-7 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

8. © 2008 Pearson Prentice Hall 11-8 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

9. © 2008 Pearson Prentice Hall 11-9 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.

10. © 2008 Pearson Prentice Hall 11-10 Comparative Management in Focus: Motivation in Mexico 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

11. © 2008 Pearson Prentice Hall 11-11 Comparative Management in Focus: Motivation in Mexico Authority follows the family model The country’s economic context influences motivation Fringe benefits are important

12. © 2008 Pearson Prentice Hall 11-12 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

13. © 2008 Pearson Prentice Hall 11-13 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

14. © 2008 Pearson Prentice Hall 11-14 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)

15. © 2008 Pearson Prentice Hall 11-15 Cross-Cultural Research on Leadership Effective leadership varies across cultures People have accepted images of what a leader should be

16. © 2008 Pearson Prentice Hall 11-16 Culturally Contingent Beliefs Regarding Effective Leadership CountryTeam Self- protective ParticipativeHumane China5.573.805.055.18 Egypt5.554.214.695.14 Mexico5.753.864.644.71 Sweden5.752.825.544.73 USA5.803.165.935.21

17. © 2008 Pearson Prentice Hall 11-17 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”

18. © 2008 Pearson Prentice Hall 11-18 Universal Facilitators of Leadership Effectiveness Trustworthiness Visionary Inspirational and motivating Communicative

19. © 2008 Pearson Prentice Hall 11-19 Universal Impediments to Leadership Effectiveness Being a loner and asocial Non-cooperative Dictatorial

20. © 2008 Pearson Prentice Hall 11-20 Culturally Contingent Leadership Attributes Individualistic Status-conscious Risk-taking

21. © 2008 Pearson Prentice Hall 11-21 Comparative Leadership Dimensions Managerial InitiativeExtent of Delegation USA73.67Sweden75.51 Sweden72.29Japan69.27 Japan72.20Norway68.50 UK58.25Spain44.31 Norway54.50Portugal42.56 Portugal49.74Greece37.95

22. © 2008 Pearson Prentice Hall 11-22 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”