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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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