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1、Chapter 11:Motivating and Leading,11-1,Chapter Learning Goals,Understand the complexity and the variables involved in cross-cultural motivation and leadership. Learn to use the research on cultural dimensions as tools to understand how to motivate people in different cultural contexts. Become famili
2、ar with some common features of Mexican culture and context and how to motivate employees. Understand how leadership styles and practices vary around the world. Emphasize what makes a successful “global leader”. Gain familiarity with the variables of context, people, and situations affecting the lea
3、dership role.,11-2,Opening Profile: The EU Business Leader Myth or Reality?,The EU is now compromised of 27 nations and a market of over 400 million people. Differences in: Histories and language Government systems Business practices Educational systems Religions National cultures Demonstrates the f
4、or an “EU style” leadership which will work across EU markets,11-3,Cross-Cultural Research on Motivation,11-4,Cross-Cultural Research on Motivation,11-5,The Meaning of Work (MOW),11-6,The Islamic Work Ethic,Laziness is a vice. Dedication to work is a virtue. Good work benefits ones self and others.
5、Justice and generosity in the workplace are necessary for societys welfare. Life has no meaning without work. More leisure time is good for society. Human relations in organizations should be emphasized and encouraged. One should constantly work hard to meet responsibility.,11-7,Comparative Manageme
6、nt in Focus: Motivation in Mexico,11-8,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.,Workers doubt their
7、 ability to influence the outcome of their lives. Motivation occurs through training examples, cooperation, and subtle shaming. Motivation through participation may not be effective.,The Role of Culture in Job Motivation,11-9,Culture,Values/ Attitudes/ Norms,MOW (Meaning of Work),Needs,Motivation,In
8、dividual/ Group Behavior,Appropriate Motivators (Intrinsic-Extrinsic),Reward Systems,11-10,The Global Leaders Role and Environment,11-11,The Global Mindset of Successful Leaders,Personal Work Style,General Perspective,11-12,High “cultural quotient” (CQ) Open minded and flexible Effective cross-cultu
9、ral communicator and collaborator Team player in a global matrix Supports global objectives and balances global with local goals and practices,Broad system perspective Personal autonomy and emotional resilience Change is welcomed and facilitated Enables boundary-less organization Operates easily in
10、cross-cultural and cross-functional environment Global learning is sought and used for career development,Management Focus: Leadership in a Digital World,11-13,Key differences between e-businesses and traditional organizations,Culturally Contingent Beliefs Regarding Effective Leadership Style,11-14,
11、Leadership Status and Influence differences Across Cultures,11-15,The Universal Facilitators of Leadership Effectiveness,11-22,Universal Impediments to Leadership Effectiveness,11-17,Comparative Leadership Dimensions: Participation and Initiative,Managerial Initiative 0= low; 100=high,Extent to Dele
12、gate 0= low; 100=high,11-18,USA 73.67 Sweden 72.29 Japan 72.20 Finland 69.58 Korea 67.86 Ireland 64.76 France 64.64 Austria 62.56 Italy 62.40 Canada 61.56 Spain 61.55 Greece 58.50 UK 58.25 Norway 54.50,Sweden 75.51 Japan 69.27 Norway 68.50 USA 66.23 Canada 64.38 Finland 62.92 Ireland 59.53 UK 58.95 Austria 54.29 France 53.62 Italy 46.80 Spain 44.31 Greece 37.95,
