MOTIVATING & LEADING
German workers do not need the same motivational style of
management as is required in the United States. They are very skilled
and responsible and look to their boss to delegate duties and solve technical
problems for them. German workers tend to be high in uncertainty
avoidance which means that they could be motivated by things such as job
security. Due to Germany being a little more of a collectivist culture,
its business people are more likely to be motivated by the good of the
organization. Finally, the importance and centrality of work in a
German workers life is below average.
Organizations in Germany are very hierarchical with specified levels
of authority. German culture bases decisions on autocratic leadership
where a decision will be made by an upper level member of the hierarchical
structure. Germany continues to utilize apprenticeship programs as
it has throughout its history. These programs exist in both shops
as well as professional offices and teach through both practical and course
work. German workers who complete this program receive a Fachaarbeiterbrief
which is a certificate. Approximately two thirds of German workers
are certified in this manner.
Incentive / Reward System(s)
While German workers do not require a motivational style
of management, "performance related incentive schemes become more and more
important in Germany especially in more dynamic business environments."
Deresky, Helen. International Management: Managing Across Borders.Third
Edition.Prentice Hall.2000. p190 and 408.
Lane, Henry W., Joseph J. Distefano, and Martha L. Maznevski. International
Management Behavior. Third Edition.Blackwell Publishers Inc.1997. p80.
Interview with Dr. Kirsten Daniel of Loyola University, New Orleans
Scarborough, Jack. The Origins of Cultural Differences and Their
Impact on Management.Quorum Books 2001. p216.