Survey
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
* Your assessment is very important for improving the workof artificial intelligence, which forms the content of this project
Leadership and Employee Behavior in International Business Griffin & Pustay 15-1 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall International Business, 6th Edition chapter 15 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 15-2 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives (continued) • Discuss the nature of managerial decision making in international business • Describe group dynamics and discuss how teams are managed across cultures 15-3 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Dimensions Influencing Individual Behavior Stress Personality Creativity Attitudes Perception 15-4 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Personality Personality is the relatively stable set of psychological attributes that distinguishes one person from another. 15-5 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall What Determines Personality? Nature 15-6 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Nurture Big Five Personality Traits Agreeableness Conscientiousness Emotional Stability Extroversion Openness 15-7 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Agreeableness High Good natured, cooperative, understanding Low Agreeableness The ability to get along with others 15-8 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Short tempered, irritable, uncooperative Conscientiousness High Organized, self-disciplined, systematic Low Conscientiousness The drive to impose order and precision 15-9 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Disorganized, careless, irresponsible Emotional Stability High Resilient, calm, secure Low Emotional Stability The inclination to maintain a balanced emotional state 15-10 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Reactive, excitable, insecure Extroversion High Sociable, talkative, assertive Low Extroversion One’s comfort level with relationships 15-11 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Less sociable, quiet, introverted Openness High Willing to change beliefs, ideas, and attitudes Low Openness Nonreceptive to new ideas and change One’s rigidity of beliefs and range of interests 15-12 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Other Personality Traits 15-13 Locus of Control Self-Efficacy Authoritarianism Self-Esteem Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Locus of Control Internal 15-14 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall External Self-Efficacy Self-efficacy indicates a person's beliefs about his or her capabilities to perform a task. 15-15 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Authoritarianism Authoritarianism is the extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like business organizations. 15-16 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Self-Esteem Self-esteem is the extent to which a person believes that he or she is a worthwhile and deserving individual. 15-17 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Attitudes across Cultures Job satisfaction 15-18 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Organizational commitment Table 15.1 Job Satisfaction Differences Between Japanese and U.S. Workers 15-19 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Perception Perception is the set of processes by which an individual becomes aware of and interprets information about the environment. 15-20 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Stress Stress is an individual's response to a strong stimulus. 15-21 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Theories of Motivation Need-based models Process-based models Reinforcement model 15-22 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Need-Based Models • Maslow’s Hierarchy of Needs • McClelland’s Learned Needs Framework • Herzberg’s Two-Factor Theory 15-23 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Maslow’s Hierarchy of Needs Self-actualization Self-esteem Social Security Physiological 15-24 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall McClelland’s Learned Needs Framework Need for achievement Need for power Need for affiliation 15-25 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Herzberg’s Two-Factor Theory Hygiene factors 15-26 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Motivator factors 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. 15-27 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall 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 15-28 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall 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. 15-29 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Table 15.2 Differences between Leadership and Management Activity 15-30 Management Leadership Creating an agenda Planning and budgeting. Establishing detailed steps and timetables. Establishing direction. Developing vision. Developing a human network for achieving the agenda Organizing and staffing. Aligning people. Communicating direction. Executing plans Controlling and problem solving. Monitoring results. Motivating and inspiring. Energizing people. Outcomes Produces predictability and order. Produces change. Establishing structure. Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 15.2 The Role of Managers Varies across Cultures 15-31 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Models of Decision Making Normative Descriptive 15-32 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 15.3 Models of the Decision-Making Process 15-33 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Steps in the Normative Model Problem Recognition Identifying Alternatives Evaluating Alternatives Selecting the Best Alternative Implementation Follow up and Evaluation 15-34 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall 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 15-35 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Characteristics of Mature Teams • Develops a well-defined role structure • Establishes norms for members • Promotes cohesiveness • Includes informal leaders 15-36 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall