How might the social value of low versus high power distance influence how you would lead and motivate employees? What about the value of low versus high performance orientation? Introduction: The power distance in any organization exists. The power distance can be seen between a supervisor and a CEO. The power distance can have been seen between a manger and a daily wager. But it's clear that mass lies in lower power and higher power few people. So you must make a balance because both of them are complementary to each other.

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What are a few examples of cultural barriers that might impact managers? How would you resolve this effectively while remaining sensitive to cultural differences?

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Chapter 4, Problem 10DQ

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To Explain:

How might the social value of low versus high power distance influence how you would lead and motivate employees? What about the value of low versus high performance orientation?

Introduction:

The power distance in any organization exists. The power distance can be seen between a supervisor and a CEO. The power distance can have been seen between a manger and a daily wager. But it's clear that mass lies in lower power and higher power few people. So you must make a balance because both of them are complementary to each other.

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