BUSN205.chp15

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2004 Prentice Hall15-1

Chapter 15:Leadershipand Employee

Behavior inInternationalBusiness

International Business, 4th EditionGriffin & Pustay

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Chapter Objectives_1

Identify and discuss the basic perspectives on individual differencesin different culturesEvaluate basic views of employeemotivation in international businessIdentify basic views of managerialleadership in international business

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Chapter Objectives_2

Discuss the nature of managerialdecision making in international

businessDescribe group dynamics and discuss

how teams are managed across cultures

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Personality Differences across Cultures

Relatively stable set of psychologicalattributes that distinguishes one personfrom another

Nurture versus nature

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Big Five Personality Traits

Agreeableness

ConscientiousnessEmotional StabilityExtroversion

Openness

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Agreeableness

Agreeableness

High Low

Good natured,Cooperative,understanding

Short tempered,Irritable,

uncooperative

The ability to get along with others

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Conscientiousness

Conscientiousness

High Low

Organized,Self-disciplined,systematic

Disorganized,Careless,irresponsible

The drive to impose order and precision

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Emotional Stability

Emotional Stability

High Low

Resilient,calm,secure

Reactive,excitable,insecure

The inclination to maintain a balancedemotional state

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Extroversion

Extroversion

High Low

Sociable,talkative,assertive

Less sociable,quiet,introverted

Ones comfort level with relationships

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Openness

Openness

High Low

Willing toChange beliefs,ideas, andattitudes

Nonreceptiveto new ideasand change

Ones rigidity of beliefs and range of interests

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Other Personality Traits at Work

Locus of ControlSelf-efficacyAuthoritarianismSelf-esteem

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Attitudes Across Cultures

Job satisfactionOrganizational Commitment

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Table 15.1 Job Satisfaction Differences

Between Japanese and U.S. Workers

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Perception Across Cultures

Set of processes by which anindividual becomes aware of andinterprets information about theenvironmentStereotyping Occurs when we make inferences about

someone because of one or morecharacteristics they possess

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Workers in different cultures exhibit different profiles of characteristics, motivations, and processes

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Motivational Processes Across Cultures

Need-based models of motivation:Attempt to identify the specific need or set of needs that results in motivated

behavior Process-based models of motivation:Focus on conscious thought processes

people use to select one behavior fromamong several

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Need-Based Models Across Cultures

Maslows Hierarchy of Needs McClellands Learned NeedsFramework Herzbergs Two -Factor Theory

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Expectancy Theory:

A Process-Based ModelPeople are motivated to behave incertain ways to the extent that they

perceive that such behaviors will leadto outcomes they find personallyattractive

Cultural factors will affect the natureof work goals and peoples perceptionsof how they should pursue them

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Reinforcement Model

Behavior that results in a positiveoutcome will likely be repeated under the same circumstances in the futureBehavior that results in a negative

outcome will result in a differentchoice under the same circumstancesin the future

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Leadership

Use of noncoercive influence to shapethe goals of a group or organization, tomotivate behavior toward reachingthose goals, and to help determine thegroup or organizational culture

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Table 15.2 Differences between

Leadership and ManagementActivity Management LeadershipCreating an agenda Planning and budgeting.

Establishing detailedsteps and timetables.

Establishing direction.Developing vision.

Developing a humannetwork for achieving theagenda

Organizing and staffing.Establishing structure.

Aligning people.Communicating direction.

Executing plans Controlling and problemsolving. Monitoringresults.

Motivating and inspiring.Energizing people.

Outcomes Produces predictabilityand order.

Produces change.

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Figure 15.2 The Role of Managers

Varies across Cultures

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Models of Decision Making

Normative Model: managers applylogic and rationality in making the bestdecisionsDescriptive Model: behavioral

processes limit a managers ability toalways be logical and rational

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The Normative Model Across Cultures

Step 1: Problem RecognitionStep 2: Identifying AlternativesStep 3: Evaluating AlternativesStep 4: Selecting the Best Alternative

Step 5: ImplementationStep 6: Follow-up ad Evaluation

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Mature Team Characteristics

Develops a well-defined role structureEstablishes norms for membersPromotes cohesivenessIncludes informal leaders

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Managers must remain cognizant of differencesresulting from diversity within a group

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