Internal Environment: Behavior

Individual BehaviorP = f (A, M) Motivation defined!Homeostasis --- applied to psychological needsMotivationTheories --- Applicability across cultures??Content Theories and Cross Cultural ApplicabilityMaslows Need Hierarchy and Alderfers ERGTwo Factor Theory of Motivation - HerzbergMcClelland Achievement Motivation

Internal Environment: BehaviorProcess Theories and Cross Cultural ApplicabilityEquity Theory of MotivationGoal - SettingExpectancy Theory of Motivationvalence Effort Performance Outcome expectancy instrumentality

Motivation and HofstedeHigh UNC - job securityLow UNC - fast-track, more risky opportunities

Low POW - motivation through teamwork and peersHigh POW - motivation depends on boss

High IND - motivation through opportunities for individual advancementLow IND - motivation through appeals to group goals and support

High MASC - comfortable with traditional division of work rolesFeminine - looser definition of roles, more flexible

The Meaning of WorkTied to economic necessityWhat else?Thai: work = ngan(same word as the word for play)Work centrality - relative importance of workFunctions of work?

Work CentralityWork centrality the degree of general importance that working has in the life of an individual at any given point in time.

Mean work centrality score increases, the more motivated and committed the workers would be.

The Meaning of Work (MOW) ResearchFunctions satisfied by workWork provides a needed incomeIs interesting and satisfyingProvides contacts with othersFacilitates a way to serve societyKeeps one occupiedGives status and prestigeThe MOW team looked at the score for each function for various countries - Study results: Britain (lowest), Germany, Netherlands, Belgium, USA, Israel, Japan

The Relative Meaning of Work in Eight Countries(Exhibit 11-1)8.07.757.57.257.06.756.56.256.0Japan (7)(former) Yugoslavia (5)

Israel (4)USA (3)

Belgium (1)Netherlands (1)Germany (1)Britain (0)7.787.307.106.946.816.696.676.36N = 3144N = 521N = 893N = 996N = 446

N = 976N = 1276

N = 409Numbers in parentheses indicate the numberof countries significantly lower (p

Motivation Theories in the International ContextHow applicable are motivation theories proposed by Maslow and Herzberg in the international context?Haire, Ghiselli and Porters survey concluded that Maslows needs, in particular the upper-level ones, are important at the managerial levelRonen concluded that need clusters are constant across nationalities and that Maslows need hierarchy is confirmed by these clusters. Also, Herzbergs categories are confirmed by the cross-national need clusters..

The Need Hierarchy in the International ContextRonens need clustersJob goals, such as working area, work time, physical working conditions, fringe benefits, and job security;relationships with co-workers and supervisors; andwork challenges and opportunities for using skills.

Group BehaviorGroup effectiveness = individual behavior + Mature group = effective groupStages of developmentTwo main characteristics for the analysis of GroupsLeadership and composition

LeadershipWhich Hofstede dimensions?Types of leadership styles: autocratic, participative, groupauthoritarian, democratic, laissez-faireTheory X, Theory Y

Research: traits, behaviors, contingency approachVroom - YettonAcross cultures: Haire, Ghiselli, PorterSouth-European and Nordic-European --- more autocratic, more Theory XSouth-European give a little more autonomy to employees in working out details

Both support participative leadership practicesSmaller companies participativeJapanese Theory Y --- employees learn from mistakesGermans Theory X --- autocratic, stop poor performance asap

Group Behavior: Group Composition --- Multicultural TeamsImpact of cultural diversity on group performance?group productivity = f(task, resources, process)actual productivity = potential productivity - losses due to faulty processactual productivity or = potential productivity or - losses or

benefits associated with cultural diversity: # of alternatives generated; quality of alternatives; creativity/divergence; no groupthink

Process Losses: potential for miscommunication increases; cohesiveness decreases; negative attitudes (dislike, mistrust); perceptual problems (stereotyping); stress

managing team effectiveness:Multicultural teams have the potential to be the most or the least effective teamsGroup development stages: entry, work, actionTask: innovative or routine

Manage culturally diverse teams through:

task-related selectionrecognition of differencessuperordinate goalsequal powermutual respectfeedback

Variables in the Leaders RoleThe content of leadership comprises the attributes of the leader and the decisions to be madeThe context of leadership comprises all those variables related to the particular situation.

Factors Affecting Leadership Abroad(Exhibit 11-7)CONTENT Attributes of the PersonJob position knowledge, experience, expectationsLongevity in company, country, functional areaIntelligence and cultural learning or change abilityPersonality as demonstrated in values, beliefs, attitudes toward foreign situationsMultiple memberships in work and professional groupsCharacteristics of Decision SituationDegree of complexity, uncertainty, and riskIn-country information needs and availabilityArticulation of assumptions and expectationsScope and potential impact on performanceNature of business partners

Factors Affecting Leadership Abroad(contd.)Decision and personal work styleAuthority and autonomy requiredRequired level of participation and acceptance by employees, partners, and governmentLinkage to other decisionsPast management legacyOpenness to public scrutiny and responsibility

Factors Affecting Leadership Abroad(contd.)CONTEXTAttributes of the Job or PositionLongevity and past success of former role occupants in the positionTechnical requirements of the jobRelative authority or powerPhysical location (e.g., home office, field office)Need for coordination, cooperation, and integration with other unitsCharacteristics of the Firm and Business EnvironmentFirm structure: size, location, technology, tasks, reporting, and communication patternsFirm process: decision making, staffing, control system, reward system, information system, means of coordination, integration, and conflict resolution

Factors Affecting Leadership Abroad(contd.)Resource availabilityForeign peer group relationsFirm outputs: products, services, public image, corporate culture, local history, and community relationsBusiness environment: social-cultural, political-economic, and technological aspects of a country or market

Culturally-Contingent Beliefs Regarding Effective Leadership Styles(Selected data)(Exhibit 11-8)CountryNCharismaTeamSelf-Part.HumaneAuton. Protective

Austria1696.035.743.076.004.934.47Brazil2646.016.173.506.064.842.27China1605.575.573.805.055.184.07Denmark3276.015.702.825.804.233.79England1686.015.713.045.574.903.92India2315.855.723.784.995.263.85Israel5436.235.913.644.964.684.26Japan1975.495.563.615.084.683.67Mexico3275.665.753.864.644.713.86Russia3015.665.633.694.674.084.63USA3996.125.803.165.935.213.75Scale 1 to 7 in order of how important those behaviors are considered for effective leadership (7 = highest)

Culturally-Contingent Beliefs Regarding Effective Leadership StylesSample comments made by managers from various countries:Americans appreciate two kinds of leaders. They seek empowerment from leaders who grant autonomy and delegate authority to subordinates. They also respect the bold, forceful, confident, and risk-taking leader, as personified by John Wayne.The Dutch place emphasis on egalitarianism and are skeptical about the value of leadership. Terms like leader and manager carry a stigma. If a father is employed as a manager, Dutch children will not admit it to their schoolmates.Arabs worship their leaders as long as they are in power!

Culturally-Contingent Beliefs Regarding Effective Leadership Styles(contd.)Iranians seek power and strength in their leaders.Malaysians expect their leaders to behave in a manner that is humble, modest, and dignified.The French expect their leaders to be cultivated highly educated in the arts and in mathematics.

R. House, et al.

The Culture Contingency in the Leadership Process: An Integrative Model(Exhibit 11-12)ContextContentLeader-FollowerSituationExternal OriginPoliticalEconomicTechnologicalCulturalLevel of Divergence/Convergence ofCulture/ManagementLeaderCultural sensitivityValues, motivesAbility, experiencesSource of powerPersonality, styleSubordinatesValues, normsAbility, experiencesNeeds, motivesLocus of controlLeader Behavior VariablesAutocratic or participativeTask or people orientedReward systemTransformationalInteractionInfluence

The Culture Contingency in the Leadership Process: An Integrative Model(contd.)Internal OriginOrganization factorsTask factorsResource availabilitySystemsProcessesWork GroupsValues, normsWork goalsAuthority systemGroup processesEmployeeBehaviorVariablesExpectancy achievementValue of rewardsResponsiveness to Leader behaviorsGroup responseEffort ProductivityPerformance QualityAbility to Achievement ofAchieve goals individual and group goalsSatisfaction Positive climateTurnover SatisfactionAbsenteeismQualityFeedback

RewardsMotivationMotivationEffectsOutcomes