Book contents
- Frontmatter
- Contents
- Exhibits
- Preface
- 1 Global realities and management challenges
- 2 Developing global management skills
- 3 Culture, values, and worldviews
- 4 Inside the managerial mind: culture, cognition, and action
- 5 Inside the organizational mind: stakeholders, strategies, and decision making
- 6 Organizing frameworks: a comparative assessment
- 7 Communication across cultures
- 8 Leadership and global teams
- 9 Culture, work, and motivation
- 10 Negotiation and global partnerships
- 11 Managing in an imperfect world
- 12 Epilogue: the journey continues
- Appendix A Models of national cultures
- Appendix B OECD guidelines for global managers
- Index
- References
This chapter is part of a book that is no longer available to purchase from Cambridge Core
9 - Culture, work, and motivation
Book contents
- Frontmatter
- Contents
- Exhibits
- Preface
- 1 Global realities and management challenges
- 2 Developing global management skills
- 3 Culture, values, and worldviews
- 4 Inside the managerial mind: culture, cognition, and action
- 5 Inside the organizational mind: stakeholders, strategies, and decision making
- 6 Organizing frameworks: a comparative assessment
- 7 Communication across cultures
- 8 Leadership and global teams
- 9 Culture, work, and motivation
- 10 Negotiation and global partnerships
- 11 Managing in an imperfect world
- 12 Epilogue: the journey continues
- Appendix A Models of national cultures
- Appendix B OECD guidelines for global managers
- Index
- References
Summary
To motivate employees, you must bring them into the family and treat them like respected members of it.
Akio Morita Founder and former CEO, Sony Corporation, JapanWe need the fork on employees' necks in Russia, not all these nice words and baby techniques.
Snejina Michailova University of Auckland, New ZealandPeople in the workplace obviously come in different shapes and sizes, abilities and skills, ages and genders, educational and income levels, and so forth. They may be colleagues, managers, subordinates, advisors, customers, clients, and personal friends. They may speak different languages, approach problem solving in different ways, and sometimes seek different rewards and outcomes for doing the same job. What most of these people have in common, though, is a collective need to make useful contributions to those around them (as they define “useful”). That is, save for a few social loafers and free riders, most people seek to belong somewhere and to be recognized for their own personal worth. They seek to add value to their group or society and to be recognized and respected. When this drive is framed within the context of organizations, it becomes a question of work motivation. That is, what is it within people and their environments that influence them to work hard (or not), contribute their skills and expertise (or not), and continue to be a contributing member (or not)? And how do these motivational influences vary, if at all, across national boundaries?
- Type
- Chapter
- Information
- Management across CulturesChallenges and Strategies, pp. 279 - 316Publisher: Cambridge University PressPrint publication year: 2010
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