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leadership and employee behavior in international business

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and employee behavior in international. business. Chapter Objectives 1 ... Behavior that results in a positive outcome will likely be repeated under the ... – PowerPoint PPT presentation

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Title: leadership and employee behavior in international business


1
chapter 15
  • leadership and
    employee behavior in
    internationalbusiness

2
Chapter Objectives 1
  • 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

3
Chapter Objectives 2
  • Discuss the nature of managerial decision making
    in international business
  • Describe group dynamics and discuss how teams are
    managed across cultures

4
Dimensions Influencing Behavior
Personality
Stress
Attitudes
Creativity
Perception
5
Personality
  • Personality is the
    relatively stable set of
    psychological attributes
    that distinguishes
    one person from another.

6
What Determines Personality?
Nature
Nurture
7
Big Five Personality Traits
Agreeableness
Conscientiousness
Emotional stability
Extroversion
Openness
8
Agreeableness
High Low
Agreeableness
Good natured, cooperative, understanding
Short tempered, Irritable, uncooperative
The ability to get along with others
9
Conscientiousness
High Low
Conscientiousness
Organized, self-disciplined, systematic
Disorganized, careless, irresponsible
The drive to impose order and precision
10
Emotional Stability
High Low
Emotional Stability
Resilient, calm, secure
Reactive, excitable, insecure
The inclination to maintain a balanced emotional
state
11
Extroversion
High Low
Extroversion
Less sociable, quiet, introverted
Sociable, talkative, assertive
Ones comfort level with relationships
12
Openness
High Low
Openness
Willing to change beliefs, ideas, and attitudes
Nonreceptive to new ideas and change
Ones rigidity of beliefs and range of interests
13
Other Personality Traits
Locus of Control
Self-Efficacy
Authoritarianism
Self-Esteem
14
Locus of Control
Internal
External
15
Self-Efficacy
  • Self-efficacy indicates
    a person's beliefs
    about his or her capabilities
    to perform a task.

16
Authoritarianism
  • Authoritarianism is the
    extent to which
    an individual believes
    that power and status differences
    are appropriate within
    hierarchical social systems like business
    organizations.

17
Self-Esteem
  • Self-esteem is the
    extent to which
    a person believes that
    he or she is a
    worthwhile and deserving individual.

18
Attitudes across Cultures
Job satisfaction
Organizational commitment
19
Table 15.1 Job Satisfaction Differences Between
Japanese and U.S. Workers
20
Perception
  • Perception is the
    set of processes by which an individual becomes
    aware of and interprets information
    about the environment.

21
Stress
  • Stress is an
    individual's response
    to a strong stimulus.

22
Theories of Motivation
Need-based models
Process-based models
Reinforcement model
23
Need-Based Models
  • Maslows Hierarchy of Needs
  • McClellands Learned Needs Framework
  • Herzbergs Two-Factor Theory

24
Maslows Hierarchy of Needs
Self-actualization
Self-esteem
Social
Security
Physiological
25
McClellands Learned Needs Framework
Need for achievement
Need for power
Need for affiliation
26
Herzbergs Two-Factor Theory
Hygiene factors
Motivator factors
27
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.

28
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

29
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.

30
Table 15.2 Differences between Leadership and
Management
31
Figure 15.2 The Role of Managers Varies across
Cultures
32
Models of Decision Making
Normative
Descriptive
33
Figure 15.3 Models of the Decision-Making
Process
34
Steps in the Normative Model
Problem recognition
Identifying alternatives
Evaluating alternatives
Selecting the best alternative
Implementation
Follow up and evaluation
35
Characteristics of Mature Teams
  • Develops a well-defined role structure
  • Establishes norms for members
  • Promotes cohesiveness
  • Includes informal leaders
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