MOTIVATING & LEADING
Managers in the United States are expected to motivate employees.
While U.S. employees are the most individualistic and highly competitive,
not all are internally motivated. For this reason managers are responsible
for motivating employees to successfully accomplish whatever goal is at
hand. While salary is actually considered an extrinsic maintenance
factor and not an intrinsic motivational factor, the U.S. is a highly materialistic
society which is in some way motivated by money. However, as highly
individualistic people, U.S. employees are more motivated by the opportunity
of individual advancement rather than meeting group goals. With a
low uncertainty avoidance, U.S. business people are motivated by more risky
opportunities including the possibility of quickly moving up the corporate
ladder. Finally, the importance and centrality of work in an American
workers life is about average.
American leadership styles fall in between autocratic leadership
and participative leadership. Managers in the U.S. often look to
employees to help them make the correct decision. "Culturally, they
are the followers of the people they lead." More and more, American
managers are empowering employees to make decisions and take responsibility
for those decisions.
Incentive / Reward System(s)
Commissions, bonuses, and other incentive systems are highly
utilized in the United States. While the U.S. is a highly individualistic
society, many of its reward systems in Corporate America are based on organizational
or unit performance. It is primarily the sales related jobs that
base incentives on individual performance.
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. p89-90.
Lussier, Robert N. and Christopher F. Achua. Leadership.
Southwestern College. 2001. p82.
Scarborough, Jack. The Origins of Cultural Differences and Their
Impact on Management.Quorum Books 2001. p216.