Understanding Business
12th Edition
ISBN: 9781259929434
Author: William Nickels
Publisher: McGraw-Hill Education
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When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same?
Why or why not?
How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators?
Using Figure 12-7 as a point of reference, what recommendation would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? If not, why not?
Transcribed Image Text:**Motivation Is the Key**
Over the last five years, Corkley & Finn, a regional investment brokerage house, has been extremely profitable. Some of its largest deals have involved cooperation with investment brokers in other countries. Realizing that the world economy is likely to grow vigorously over the next 25 years, the company has decided to expand its operations and open overseas branches. In the beginning, the company intends to work in cooperation with other local brokerages; however, the company believes that within five years, it will have garnered enough business to break away and operate independently. For the time being, the firm intends to set up a small office in London and another in Tokyo.
The firm plans on sending four people to each of these offices and recruiting the remainder of the personnel from the local market. These new branch employees will have to spend time meeting potential clients and building trust. This will be followed by the opportunity to put together small financial deals and, it is hoped, much larger ones over time.
The company is prepared to invest whatever time or money is needed to make these two branches successful. “What we have to do,” the president noted, “is establish an international presence and then build from there. We will need to hire people who are intensely loyal to us and use them as a cadre for expanding operations and becoming a major player in the international financial arena. One of our most important challenges will be to hire the right people and motivate them to do the type of job we want and stay with us. After all, if we bring in people and train them how to do their jobs well and then they don’t perform or they leave, all we’ve done is spend a lot of money for nothing and provide on-the-job training for our competitors. In this business, our people are the most important asset, and clients most often are swayed toward doing business with an investment broker with whom they think they can have a positive working relationship. The reputation of the firm is important, but it is always a function of the people who work there. Effective motivation of our people is the key to our ultimate success in these new branches.”
**Questions**
1. When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not?
2. How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these
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Here is the requested 12-7 image! Thank you!
Transcribed Image Text:The image is a graph titled "Figure 12–7: Selected Countries on the Uncertainty-Avoidance and Masculinity Scales." It displays data on a grid with the masculinity index on the horizontal axis and the uncertainty avoidance index on the vertical axis.
**Axes:**
- **Masculinity Index (Horizontal Axis):** Ranges from 5 to 110.
- The axis is divided into four parts:
- Feminine: 5 to 59
- Masculine: 59 to 110
- **Uncertainty Avoidance Index (Vertical Axis):** Ranges from 1 to 110.
- The axis is divided into four parts:
- Weak uncertainty avoidance: 1 to 59
- Strong uncertainty avoidance: 59 to 110
**Quadrants:**
1. **Top-Left Quadrant (Weak uncertainty avoidance, Feminine):**
- Countries: Norway, Finland, Others
2. **Top-Right Quadrant (Weak uncertainty avoidance, Masculine):**
- Countries: Great Britain, India, USA, South Africa, Canada, Others
3. **Bottom-Left Quadrant (Strong uncertainty avoidance, Feminine):**
- Countries: France, Brazil, Costa Rica, Spain, South Korea, Others
4. **Bottom-Right Quadrant (Strong uncertainty avoidance, Masculine):**
- Countries: Austria, Germany, Mexico, Japan, Others
**Source:**
Adapted from Geert Hofstede, "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Fall 1983, p. 86.
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Follow-up Questions
Read through expert solutions to related follow-up questions below.
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Here is the requested 12-7 image! Thank you!
Transcribed Image Text:The image is a graph titled "Figure 12–7: Selected Countries on the Uncertainty-Avoidance and Masculinity Scales." It displays data on a grid with the masculinity index on the horizontal axis and the uncertainty avoidance index on the vertical axis.
**Axes:**
- **Masculinity Index (Horizontal Axis):** Ranges from 5 to 110.
- The axis is divided into four parts:
- Feminine: 5 to 59
- Masculine: 59 to 110
- **Uncertainty Avoidance Index (Vertical Axis):** Ranges from 1 to 110.
- The axis is divided into four parts:
- Weak uncertainty avoidance: 1 to 59
- Strong uncertainty avoidance: 59 to 110
**Quadrants:**
1. **Top-Left Quadrant (Weak uncertainty avoidance, Feminine):**
- Countries: Norway, Finland, Others
2. **Top-Right Quadrant (Weak uncertainty avoidance, Masculine):**
- Countries: Great Britain, India, USA, South Africa, Canada, Others
3. **Bottom-Left Quadrant (Strong uncertainty avoidance, Feminine):**
- Countries: France, Brazil, Costa Rica, Spain, South Korea, Others
4. **Bottom-Right Quadrant (Strong uncertainty avoidance, Masculine):**
- Countries: Austria, Germany, Mexico, Japan, Others
**Source:**
Adapted from Geert Hofstede, "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Fall 1983, p. 86.
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- Use Section to answer Questions: When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not? How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators? Using Figure 12-7 as a point of reference, what recommendation would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? If not, why not?arrow_forwardWhat type of motivation resonates with you and why? (intrinsic/extrinsic)? How will you motivate someone who does not identify the same as you?arrow_forwardDiscuss how managers can apply esteem needs from maslow's 5 step motivational theory as a motivational tool for staff of a can foods compamyarrow_forward
- How you can apply the Alderfer’s ERG theorie of needs to motivate employees? Clearly define the theory and how it can be used? Write 5 esxamples.arrow_forwardHow you would use the following theories to motivate your employees. Be very detailed and support what you say. Goal Setting TheorySelf-Efficacy TheoryEquity Theory/Organizational JusticeEmployee Involvementarrow_forward5. Discuss, how emotions at work effects on employee performance?arrow_forward
- Discuss how you would use 1 of hertzbergs motivators to improve the level of staff motivation at the company.arrow_forwardIn the context of the motivation/hygiene theory, which of the following is considered a motivator? A) Interpersonal relationships B) Supervision C Recognition D Working conditions 4 OF 10 QUESTIONS REM Question 10 25 Doinarrow_forwardScenario # 1: Theories of Work Motivation Your company provides diversity training programs to ensure that employees realise the importance of working witha diverse workforce, are aware of the equal employment opportunity legislation, and are capable of addressing thechallenges of working in a multicultural workforce. Participation in these programs is mandatory, and employees arerequired to take the training as many times as needed until they pass. The training program lasts one day and is usuallyconducted in a nice hotel outside the workplace. Employees are paid for the time they spend in the training program.You realise that employees are not motivated to perform well in this program. During the training, they put in theminimum level of effort, and most participants fail the examination given at the conclusion of the training programand then have to retake the training. Question a. Give A definition of process theories of work motivation.arrow_forward
- Please provide one example for each of the attitudes as predictions of behavior. These examples must be a healthcare employee Definition of three attitudes as predictions of behavior is attached below Thank youarrow_forwardwhat actions do workers and or bosses take at a workplace to increase motivation?arrow_forward
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