tailieunhanh - Business Across Cultures Culture for Business Series_12

Tham khảo tài liệu 'business across cultures culture for business series_12', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | MANAGING HR DILEMMAS ACROSS CULTURES long term directive-participative and inner and outer locus of control can be reconciled in an integrated culture. A good example is the all-employee stock option plan at Cisco. The organizational leadership stresses that the program alone does not create an ownership culture it is just a manifestation of it. Cisco s corporate culture stimulates teams whose individual employees are empowered to make significant decisions linking short-term actions with long-term strategies. Moreover employees can t be motivated by options if they don t understand them so the company runs an education program. And there is no cultural environment where that doesn t work Figure . It is striking how many research findings have indicated that money is not a motivator. But Etzioni wrote about this in the nineteenth century when he said that there were three ways of controlling people by force by money and through normative controls and that only the third was a motivator. Money is in fact a dissatisfier. Employees quickly get used to the good feeling and jump to the next expectation. Figure The pound in your pocket 269 BUSINESS ACROSS CULTURES The process of internationalization forces us to adapt much of the existing logic in management thinking. There are some options that do not work as well. You can choose a reward system stimulating team spirit. People from Japan excel at that but it often leads to collective mediocrity. Even worst is the compromise - rewarding the small team. Both the individualist and the team player feel demotivated. The classic solution is co-opetition meaning cooperating in order to compete. Such reward schemes are aimed at having creative individualists molding teams that achieve beyond expectation. THE NECESSARY ROLES OF A SUCCESSFUL TEAM Belbin 1996 described an effective team as a group of people that aim for a shared goal through four phases forming storming norming and performing. In reality however the .