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business setting increase team's motivation, satisfaction, performance. Address specific differences attitudes, emotions, personalities, values collaboration, difference influences behavior.
Overall business interactions are becoming more global. Many large corporations are outsourcing manufacturing and service jobs overseas where labor is cheaper. Currently 54% of fortune 500 companies outsource at least one core business function ( "IT Outsourcing Market, 2010). With the advent of the internet, firms are drastically cutting travel expenses but utilizing online video conferencing services. These services allow for the seamless and effortless communication of individuals anywhere in the world. With this increase in global outsourcing creates a corresponding increase in international teams. Individual group members are often located in entirely different areas of the world but still must work together to achieve company objectives. A challenge that many global corporations now face is that of employee moral and motivation. How can you motivate individuals with entirely different motives, customs and values? Below is plan that will increase employee motivation, satisfaction, and performance regardless of the individual's country of origin.
To begin, a company must first determine what motivates the individuals that comprise the team. Depending on culture and background, some individuals will be motivated by entirely different factors. For example, within American society, many individuals are motivated by monetary rewards, recognition and promotions. However, many Asian countries are more collectivistic by nature and prefer to have the entire team recognized and acknowledged. Depending on the cultural circumstances surrounding the team, management can better determine what incentives will be most effective. A widely used tool to assess cultural differences is Hofstede's cultural dimensions model. These cultural dimensions should form the basis the plan (Geert Hofstede's Cultural Dimensions). Here, Hofstede's model tests how different individuals view four different cultural dimensions. Depending on the results, a company can use the assessment to gain insight as to what motivates employees. The categories of the model are as follows ("Mind Tools," 2010): (the following charts are derived from a website, please refer to the references page at the end of the document for more information)
1) Power Distance
Large gaps in compensation, authority, and respect.
Acknowledge a leader's power.
Be aware that you may need to go to the top for answers
Supervisors and employees are considered almost as equals.
Involve as many people as possible in decision making.
2) Uncertainty Avoidance
Very formal business conduct with lots of rules and policies.
Need and expect structure.
Sense of nervousness spurns high levels of emotion and expression.
Differences are avoided.
Be clear and concise about your expectations and parameters.
Plan and prepare, communicate often and early, provide detailed plans and focus on the tactical aspects of a job or project.
Express your emotions through hands gestures and raised voices.
Informal business attitude.
More concern with long-term strategy than what is happening on a daily basis.
Accepting of change and risk.
Do not impose rules or structure unnecessarily.
Minimize your emotional response by being calm and contemplating situations before speaking.
Express curiosity when you discover differences.
3) Individualism vs. Collectivism
High valuation on people's time and their need for freedom.
An enjoyment of challenges, and an expectation of rewards for hard work.
Respect for privacy.
Don't ask for too much personal information.
Encourage debate and expression of own ideas.
Emphasis on building skills and becoming masters of something.
Work for intrinsic rewards.
Harmony more important than honesty.
Show respect for age and wisdom.
Suppress feelings and emotions to work in harmony.
Respect traditions and introduce change slowly.
4) Masculinity vs. Feminist
Men are masculine and women are feminine.
There is a well defined distinction between men's work and women's work.
Be aware that people may expect male and female roles to be distinct.
Advise men to avoid discussing emotions or making emotionally-based decisions or arguments.
A woman can do anything a man can do.
Powerful and successful women are admired and respected.
Ensure job design and practices are not discriminatory to either gender.
Treat men and women equally.
The plan should not rely solely on the information from this model. However, the information presented from the above table should be a general guideline for the plan.
Another aspect that management must consider is that of values and customs. Is the member of the team intrinsically motivated or extrinsically…[continue]
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