In Mexico, everything is a personal matter; but a lot of managers don't get it.
After managers set up a firm's operations by planning strategy, organizing the work and responsibilities, and staffing those operations, they turn their attention to everyday activities. This ongoing behavior of individual people carrying out various
- daily tasks enables the firm to accomplish its objectives. Getting those people to perform their jobs efficiently and effectively is at the heart of the manager's challenge.
As this chapter's Opening Profile illustrates, motivation - and therefore appropriate leadership style - is affected by many powerful variables (societal, cultural, and political). In China, there is a long history behind workers' assumptions about “the way we do things around here,” and a strong culture which determines attitudes toward work. But in the big cities like Beijing, employees are eager to learn Western ways in order to make themselves more marketable. Foreign companies are challenged to find the right mix of old and new in order to motivate and retain good employees.
Our objective in this chapter is to consider motivation and leadership in the context of diverse cultural milieus. We need to know what, if any, differences there are in the societal factors that elicit and maintain behaviors that lead to high employee productivity and job satisfaction. Are effective motivational and leadership techniques universal or culture based?
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