Free Essay

Cross Cultural Motivation

In:

Submitted By Machtelt
Words 2769
Pages 12
Cross-Cultural Motivation and Self-Determination
Susan McGilloway
Walden University
Self-Determination Theory

For decades researchers have studied human motivation and the process of developing self-determination (Deci & Ryan, 1980, 1985, 1991; Deci & Ryan, 2000; Ryan & Deci, 2000; Deci & Ryan, 2008; Vallarand, Pelletier, and Koestner, 2008). Human motivation is the drive to change personal or public behaviors on an individual or societal level. Self-determination theory presupposes that motivation is the inner impetus to implement sustained change independent of control by others (Deci & Ryan, 2000; 2008). Deci and Ryan (2008) and Milyavskaya and Koestner (2011) suggested that SDT applies to multiple spheres of life domains such as health, education, and work. The concept of motivation and self-determination goes beyond mere goal achievement and addresses the concepts of psychological, emotional, and physical well-being (McGilloway, 2011).
According to Deci & Ryan (2009), SDT is in contrast to the Hull drive (Hull, 1943) and Skinner reinforcement theories (Skinner, 1953). However, White (1959) suggested that an innate motive that is psychological supplements drive theory - a precursor to the concept of intrinsic motivation and the satisfaction of psychological needs. In contrast to the drive theory of Hull and the reinforcement theory of Skinner, SDT strays from the concept of “deficit principles” (Deci & Ryan, 2000). In SDT psychological needs are understood as constructs that strengthen the individual’s movement toward a desired state (White, 1959). Deci & Ryan (2000) describe this phenomenon as “psychological need” (p. 231) rather than the White (1959) term ¬“motive.” (p. 298).
SDT extends beyond the mere concept of goal direction and achievement by associating these constructs with intrinsic motivation, extrinsic motivation regulatory processes (Deci & Ryan, 2000), and the satisfaction of the basic psychological needs of autonomy, competence, and relatedness as they are related to the overall well-being of the individual.
Autonomy, Competence, and Relatedness
The association of intrinsic and extrinsic motivation to the satisfaction of basic psychological needs has been the topic of Deci’s and Ryan’s research in self-determination theory (Deci & Ryan, 2000). According to SDT theory, the development of self-determination is contingent upon the fulfillment of autonomy, competence, and relatedness (Ryan & Deci, 2000; Ryan & Deci, 2008; Deci & Ryan, 2009; Ryan, Lynch, Vansteenkiste & Deci, 2010); however, the manner in which these needs are met in relation to the Hays (2009) cultural influences is generally absent from the literature. The question remains as to the characterization of these constructs cross culturally.
Although there is a plethora of literature on motivation and self-determination, the concept of the cross cultural definitions of autonomy, competence, and relatedness is absent. Hays (2009) distinguished cultural groups according to the presence of the following variables: age, disability, religion, ethnicity/race, sexual orientation, socioeconomic level, indigenous heritage, national origin, and gender. The organismic-dialectical interchange involves not only the internal process of motivation, but the individual’s social world view (Haggar & Chatzisarantis, 2011; Chirkov, Saskatchewan, Ryan, Kim, Kaplan, 2003; Deci & Ryan, 2000). Reflecting upon self-determination cross culturally according to the Hays framework requires that one think particularly in terms of individualism versus collectivism. Are the constructs of autonomy, competence, and relatedness subject to a universal definition or are they distinct within collectivist cultures?
According to Deci and Ryan (2000) autonomy is essential for the development of intrinsic motivation. Intrinsic motivation requires that the behavior be freely chosen separate from environmental rewards or punishments, and that the individual have a belief that she is capable of achieving the goal. According to Lepper, Green, and Nesbitt (1973) the introduction of extrinsic rewards or negative feedback actually counteracts intrinsic motivation as the individual no longer performs the act as a result of interest and joy, but by the controlling force of the reward or perceived punishment decreasing autonomy. Positive feedback does, however, assist in supporting intrinsic motivation (Deci & Ryan, 2000). Positive feedback supports satisfaction of the need for competence by increasing the self confidence of the recipient (Deci & Ryan, 2000). Positive feedback may additionally be associated with relatedness as positive feedback comes from an external individual who provides a connection to the individual performing the action. It appears that autonomy and competence are essential for intrinsic motivation while relatedness may not be (McGilloway, 2011).
In contrast to Deci and Ryan (2000) who suggested that the need for autonomy in motivation is cross-cultural, Iyengar and Lepper (1999) suggested that with Chinese children whose choice was determined by parents and teachers, motivation was strongly associated with relatedness rather than autonomy. For non-Western cultures relatedness takes precedence over autonomy. While the Western value of individualism drives the motivational need for autonomy, the more collectivist concept of the importance of the social group coherence of non-Western cultures may not have a significant impact on motivation. This premise suggests that, in fact, the definition of autonomy may differ among cultures. This assumption raises the question of whether autonomy may be interpreted as collectivistic as well as individualistic. The decision to adhere to the values of the social milieu may be as autonomous an act as the individual who autonomously decides to defy the cultural norm. The question remains, however, as to whether motivation that is collectivist-based is intrinsic or extrinsic and whether the definition of autonomy is the same as in individualist cultures. If the values of the society milieu have been integrated into the belief system of the individual, even though the motivation is strictly speaking extrinsic, it could be sufficiently internalized to be considered autonomous. Moreover, when fully integrated into the individual’s belief and value system, the individual may be actually motivated by the pleasure of acting according to one’s belief and value system, thereby raising the motivation from integrated extrinsic to intrinsic (Ryan & Deci, 2006). According to Camgoz, Tektas, and Metin (2008) assert that cross culturally and in gender there are significant differences in the manner in which individuals interpret the causality of success and failure. This construct is explained as AAS, and is significant in predicting subsequent perception of academic ability thus influencing one’s perception of competence. One’s attitude toward self efficacy affects one’s perception of situational obstacles as being significant to failure rather than an expression of their ability. When the individual is high in self efficacy, they attribute success to internal factors, and failure to external situational factors. This attitude influences the manner in which the individual exerts effort in overcoming external obstacles leading to successful performance. Individuals who are low in self efficacy tend to approach situational obstacles as significantly more influential in their ability to be successful, and attribute failure to internal causality. According to Camgoz, Tektas, and Metin (2008), gender and culture were both each positively associated with an individual’s academic attributional style. Females tended to internalize failure and externalize success while males tended to externalize failure and internalize success. In terms of culture, a significant difference was found in various cultures in relation to the same phenomenon. Camgoz’s and Tektas’ study supports the assertion that further research is needed to determine the difference in academic attributional style cross culturally to determine ethnic/racial individual’s motivation and ability to exhibit self determination.
Competence, closely related to autonomy, as an innate need is first proposed by White (1959). Deci & Ryan (1985, 2000, 2008) add autonomy and relatedness as innate needs that strengthen the individual’s movement toward goal achievement. As stated above, Deci & Ryan posited that the innate needs of autonomy, competence, and relatedness, when satisfied, correlates positively with intrinsic motivation or extrinsic motivation integration, and increases the likelihood that an individual will achieve positive outcomes. A belief that the individual has the ability to attain a particular goal is required for the individual to attempt a goal. When the behaviors required to achieve the goal are lower than the perceived ability of the individual, she will lose interest. When above the perceived ability of the individual, she will lose interest. Self-efficacy is closely related to competence. Culturally, self-efficacy and competence are explained differently according to the culture group. According to Camgoz, Tektas, and Metin (2008), two variables that impact the expression of self-efficacy are gender and ethnicity/race. Based on Bandura’s concept of attribution, Peterson and Seligman (1984) describe the concept as academic attributional style (AAS) as “…a cognitive personality variable that reflects the habitual manner in which people explain the causes of events that befall them” (p. 347). Peterson and Seligman believed that this causality was significant in the development of depressive symptoms related to learned helplessness. When the individual perceives their locus of control as external to themselves, successes are perceived as situational rather than related to personal competence.
Returning to Peterson and Seligman (1984) who attributed depressive symptoms to learned helplessness and depression, one concludes that those individuals who attribute failure to internal causality and success to external causality will tend to be less hopeful in their ability to be successful academically. Kay, Hanson, Maltby, Proctor, and Wood (2010) support the supposition that when individuals attribute success to external causal factors and failure to internal causal factors they will be less hopeful in subsequent academic endeavors and in goal achievement. Therefore, in academic counseling of students, the counselor is advised to address the individual’s locus of causality, self-efficacy, and competence as it impacts academic goal achievement and success.
Motivational Processes
Behavior for the positive affect that is experienced regardless of any extrinsic reward is intrinsically motivated as the individual performs the action for pleasure. Few goals are pursued for the mere enjoyment or interest. Few have such luxury as to approach achieving a goal for this purpose. Intrinsic motivation draws the individual to challenge, exploration, and learning.
When left to explore, the child is attracted to challenge, and receives joy from attempting a skill repeatedly until mastery (Deci & Ryan, 2000). Deci and Ryan (2000) introduce the concept of cognitive evaluation theory (CET) that indicates the factors that positively or negatively address the need for autonomy, competence, and relatedness. Given support and the satisfaction of the aforementioned needs, the child grows to accept challenges, has an inherent inclination to explore the unknown, and approaches learning positively. However, at some point motivation becomes associated with control, failure, or extrinsically related positive or negative outcomes thus creating conditions that discourage intrinsic motivation. Grades, parental disapproval, external demands and rewards all contribute to a loss of the initial attraction to challenge, exploration, and learning. Given that not all motivation is intrinsically centered, a discussion of the process of internalizing external motivation is salient. Extrinsic motivation is by nature centered outside the individual. However, through self-regulation, the individual has the ability to internalize and integrate the perceived locus of causality from external to internal. According to Deci and Ryan (2000), the organismic-dialectical metatheory explains the manner in which the individual internalizes external social traditions, values, and beliefs. The levels of internalization are defined in terms of the perceived locus of causality as impersonal, external, somewhat external, somewhat internal, and internal.
Given external support in competence and relatedness, the perceived extrinsically oriented locus of causality becomes the individual’s rather than controlled by the social environment. When the individual is able to self-regulate behaviors rather than being controlled by others, she has reached integration and the perceived locus of control becomes internal. The degree that the individual experiences external support of competence and relatedness determines the level of perceived locus of causality (Deci & Ryan, 2000).
Autonomy influences integration as well. The individual must experience a degree of autonomy in the process. Intrinsic to this process are independence and interdependence. These constructs are determined by the degree of relatedness that the individual has experienced on an ongoing basis through the formative years. Differing culture groups experience relatedness either as group cohesion or as involvement with the individual. Deci & Ryan (2000) reported that children who experienced “autonomy support, optimal structure, and interpersonal involvement” (p. 238) exhibited the greatest integration of external activities and educational achievement and “autonomous self-regulation” (p. 238).
The importance of the above cannot be understated for the degree to which the child experiences these constructs will determine the level of intrinsic motivation or extrinsic self-regulation that is achieved. The question remains as to the ability of the individual to internalize interrelatedness in collectivist cultures. In collectivist cultures, the child is raised feeling the benefit of group cohesion and the significance attached to that characterization of life roles. To the degree that the cohesive environment permits the individual to experience and “freely process” (p. 238) the belief system of the cultural group, she will internalize the values, behaviors, and activities of the group. Studying the practices of the Hays (2009) culture groups will enable the researcher to consider assumptions regarding the ability of group members to choose to assimilate and internalize the belief system and exhibit intrinsic motivation or extrinsic internalization.
Considering that a sense of congruence and well-being facilitates the full development of goal achievement, the more salient the environment is to the development of intrinsic motivation or extrinsic regulation the more the individual will acquire a goal and achievement orientation, and recognize her responsibility in the process. Cultures that support the individual in the growth process through autonomy, competence, and relatedness will facilitate achievement orientation in the individual. Research supports the concept that to the degree that the individual experiences herself as supported rather than thwarted, she will experience personal and societal well-being and flourish (Deci & Ryan, 2000, 2004). Additionally, research supports that the individual who experiences a controlling negative environment will not be intrinsically motivated nor progress above the lowest levels of internalization (Ryan & Deci, 2004).
References

Camgoz, S., Tektas, O., & Metin, İ. (2008). Academic attributional style, self-efficacy and gender: A cross-cultural comparison. Social Behavior and Personality, 36(1), 97-114.
Chirkov, V., Ryan, R. M., Kim, Y., & Kaplan, U. (2003). Differentiating autonomy from individualism and independence: A perspective on internalization of cultural orientations and well-being. Journal of Personality and Social Psychology, 84(1), 97–110.
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum Press.
Deci, E. L., & Ryan, R. M. (1991). A motivational approach to self: Integration in personality. In R. Dienstbier (Ed.), Nebraska symposium on motivation: Perspectives on motivation, vol. 38 (pp. 237-288). Lincoln, NE: University Of Nebraska Press.
Deci, E.L., & Ryan, R.M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Deci, E. L., & Ryan, R. M. (2008). Facilitating optimal motivation and psychological well-being across life’s domains. Canadian Psychology, 49, 14-23.
Hull, C. L. (1943). Principles of behavior: An introduction to behavior theory. New York: Appleton-Century-Crofts.
Ivengar, S.S. & Lepper, M.R. (1999). Rethinking the value of choice: A cultural perspective on intrinsic motivation. Journal of Personality & Social Psychology, 76(3), 349-366.
Lepper, M.R., Green, D., Nesbitt, R.E. (1973). Turning play into work: Effects of adult surveillance and extrinsic rewards on children's intrinsic motivation. Journal of Personality and Social Psychology, 31(3), 479-486.
Milyavskaya, M. & Koestner, R. (2011). Psychological needs, motivation, and well-being: A test of self-determination theory across multiple domains. Personality and Individual Differences, 50(3), 387-391.
Peterson, C., & Seligman, M. E. (1984). Causal explanations as a risk factor for depression: Theory and evidence. Psychological Review, 91(3), 347-374.
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78.
Ryan, R. M., & Deci, E. L. (2000). The darker and brighter sides of human existence: Basic psychological needs as a unifying concept. Psychological Inquiry, 11(4), 319-338.
Ryan, R. M., & Deci, E. L. (2004). Autonomy is no illusion: Self-determination theory and the empirical study of authenticity, awareness, and will. In J. Greenberg, S. L. Koole, & T. Pyszczynski (Eds.), Handbook of experimental existential psychology (pp. 449-479). New York: Guilford Press.
Ryan, R. M., & Deci, E. L. (2006). Self-regulation and the problem of human autonomy: Does psychology need choice, self-determination, and will? Journal of Personality, 74, 1557-1586.
Ryan, R.M., Lynch, M.F., Vansteenkiste, M., Deci, E.L. (2010). Motivation and autonomy in counseling, psychotherapy, and behavior change: A look at theory and practice. Counseling Psychologist, 39(2), 193–260.
Skinner, B.F. (1953). Science and human behavior. New York: Macmillan
Vallerand, R. J., Pelletier, L. G., & Koestner, R. (2008). Reflections on self-determination theory. Canadian Psychology, 49, 257-262.
White, R. W. (1959). Motivation reconsidered: The concept of competence. Psychological Review, 66(5), 297-333.

Similar Documents

Premium Essay

Cross Cultural Motivation

...Cross-Cultural Communication The part where we want to focus on this research is how people communicate and do business internationally, how the differences in the culture can impact a negotiation and the business relationship. First is what she calls "cognitive constraints." These are the frames of reference or worldviews that provide a backdrop that all new information is compared to or inserted into. Second are "behavior constraints." Each culture has its own rules about proper behavior, which affect verbal and nonverbal communication. Whether one looks the other person in the eye-or not; whether one says what one means overtly or talks around the issue; how close the people stand to each other when they are talking, all of these and many more are rules of politeness which differ from culture to culture. Ting-Toomey's third factor is "emotional constraints." Different cultures regulate the display of emotion differently. Some cultures get very emotional when they are debating an issue. They yell, they cry, they exhibit their anger, fear, frustration, and other feelings openly. Other cultures try to keep their emotions hidden, exhibiting or sharing only the "rational" or factual aspects of the situation. All of these differences tend to lead to communication problems. If the people involved are not aware of the potential for such problems, they are even more likely to fall victim to them, although it takes more than awareness to overcome these problems and communicate...

Words: 542 - Pages: 3

Premium Essay

Cross Cultural Motivation

...The Leadership Quarterly 12 (2001) 133 ± 152 Leadership, values, and subordinate self-concepts Robert G. Lorda,*, Douglas J. Brownb a Department of Psychology, University of Akron, Akron, OH 44325-4301, USA b University of Waterloo, Waterloo, Ontario, Canada Abstract This article discusses two means by which leaders can impact on subordinate self-regulatory processes Ð making particular patterns of values salient and activating specific subordinate selfconcepts. Research indicating compatible structures among values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important...

Words: 9884 - Pages: 40

Premium Essay

Cultural Differences

...MSc Management Cross-cultural Management module Cross Cultural Study of China and America Name of Student Name of Instructor Dated: Table of Contents S. No. | Topic | Page No. | Cross Cultural Study of China and America | | 1- | Introduction | 3 | 2- | Chinese Culture | 3 | 3- | Leadership styles and skills of China | 4 | 4- | Motivating others | 4 | 5- | Trust Builder | 5 | 6- | Talent retention | 5 | 7- | High Performance team | 5 | 8- | Management Style of China | 5 | 9- | The Guanxi | 6 | 10- | Individualism and collectivism | 6 | 11 | America’s Culture | 6 | 12 | Leadership Styles in America | 7 | 13 | Directive leadership | 7 | 14 | Participative leadership | 7 | 15 | Empowering leadership | 8 | 16 | Charismatic leadership | 8 | 17 | Management Styles of America | 8 | 18 | Ethical issues in cross cultural of China and America | 8 | 19 | Compare and contrast between China and USA | 9 | 20 | Conclusion | 11 | 21 | References | 12 | Introduction: This paper consists of cross cultural study of two developed countries named USA and China. These countries are well developed and exist in the major countries of the world. Both have an entire different culture in reference of behavior, leadership styles and management. China is the part of eastern countries and USA is a western country, both have entirely different environment and too far from each other. There are many roles that are involved in any organization...

Words: 3090 - Pages: 13

Premium Essay

Wendy Peterson Case Analysis

...writing the memo to share some issues I have with one of my employees. Ten moths ago I hired a salesman with Chinese origin to help the company to take over the Chinese businesses in Plano, Texas. I cannot “click on personal level” with him since the very beginning of our relationship which is causing troubles in our communications. Another reason for our communication problem could be the different cultural background we have and our opposite personalities. I believe employees should be able to connect to their leader to become good followers. I think I am extrovert and should be able to get closer to him over time but there are some other issues that I need to address immediately. I have a problem with Wu’s performance inconsistencies his vision of how things should be done, obviously conflicting with my leadership style. He definitely is able to do “as I say” but not willing - he does not keep daily contact, works outside the office more than normal and his various meetings usually conflict with AccountBack activities and meetings. I do not know if this is based on cross cultural differences or situational leadership. I definitely should consider a mismatch of leadership style and development level of my subordinate. I should reconsider my participating approach towards my employees. It definitely worked for our branch and the financial results are proving it but most of the salesmen were new to the company. In case of salesmen with more experience and high readiness to...

Words: 1678 - Pages: 7

Premium Essay

Cultural Sensitivity

...Cultural Sensitivity Company A is headquartered in a regional manufacturing area in the United States. Company A produces engine components that undergo an extra heat-hardening process that provides extended life for engines of heavy-duty trucks, and it provides specialized machined engine components to all major U.S. truck and automobile manufacturers. Company A currently has 5,000 employees in the United States and wants to double its size within the next four years. After establishing through market research that a huge growth potential exists for new entrants of heavy-duty trucks in several target countries, Company A expanded successfully into one European country this past year. The company is now considering expansion into an Eastern Asian market. Senior management believes Company A will more than double company profits with its expansion in the international market. As a member of the expansion team, you will be a key player in ensuring the success of this new venture. You will be responsible for providing assessments, analysis, and written plans for successful furtherance of Company A’s global marketing plan. Your manager at Company A has asked you to submit a detailed marketing approach that the manager will present to the operating committee. Your approach should address any major cross-cultural challenges that may likely surface as Company A expands into an Eastern Asian market. A. Identify one country in Eastern Asia a. After researching a number...

Words: 1172 - Pages: 5

Free Essay

None

...Cross-Cultural Perspective ETH/316 Brenda J Johnson February 23, 2015 Dr. Richard Trottier Cross-Cultural Perspectives HSBC expresses its corporate ethical policies in the form of promoting diversity inclusion among its employees, implementing a multicultural awareness, it enforces these with a number of policies and rules designed to work toward these goals. HSBC is a global organization with a multinational presence. Their cultural perspective offers professional diversity. It has a footprint in many countries and their purpose is to be where the growth is. “Their network covers seventy-three countries and territories in Europe, the Asia-Pacific region, the Middle East, Africa, North America and Latin America” (www.hsbc.com). With the focus on growth they need a work force to cover the many countries and purposes of their growth. HSBC has a labor force that is diverse and inclusive. It takes pride in having a Diversity and Inclusion program that embraces multicultural area with multicultural races. HSBC was named as one of the Top Global Employers 2015 by Stonewall, the Lesbian, Gay, Bisexual and Transgender, LGBT equity charity. (hsbc.com) Diversity Is An Ethical Goal Diversity is an ethical goal that HSBC works to achieve. Diversity in our origins. By offering professional diversity, HSBC has become one of the leading employers with regards to diversity. “We believe that diversity brings only benefits to our customer, to our business and to our people”...

Words: 660 - Pages: 3

Free Essay

Cross Cultural Perspective

...Cross-Cultural Perspectives 1 Week 5 Cross-Cultural Perspectives ETH/316: Ethics and Social Responsibility University of Phoenix Cross-Cultural Perspectives Cross-Cultural Perspectives 2 McDonald’s is the largest fast food chain restaurant in the world. Ray Kroc founded the franchise in 1955 in California. McDonald’s server millions of customers daily. The company pride itself on their tasty hamburgers and delicious french-fries. McDonald’s is also known for its quick service and its drive through. The company went from one restaurant location, to locations in different states, to a global corporation. McDonald’s continue to thrive on providing meals at a low cost to customers. McDonald’s have more than 30,000 restaurant locations in more than 100 countries around the world. McDonald’s makes billions of dollars each year but they still issues in the global sector (McDonald’s, 2011). McDonald’s established their first restaurant in Japan in 1971 (McDonald’s, 2011). This establishment brought about some issues because of the cultural differences. Some of the issues are food preparation, food organization, and food delivery. Even though McDonald’s way of doing business contradicted with the Japanese ethics, and traditions, through compromise, and social responsibility they have managed to minimized there differences. Besides McDonald’s other businesses have expanded globally such as auto companies like Ford Motor Company. However, their approach was different in comparison...

Words: 1207 - Pages: 5

Premium Essay

Group Team Effectiveness

...Evaluation of Group Team Effectiveness Tatiana Alvim Ming Chuan University Evaluation of Group Team Effectiveness Question 1 In our Organizational Behavior classes we studied chapter 9 that talks about the "teams" and for this assignment the teacher asked us to analyze our group's effectiveness. An effective team work is the key to the success of any group. I will evaluate my group based on "Climate of trust", "Abilities of members", "size of teams", "work design" and "common purpose". One of the most important facts why I consider my group a successful one is because of the "size of our time” we were just seven. Like the president of AOL says the secret to a great team is to "think small. Ideally your group should have seven to nine people". When you have a small group everybody can participates actively talking and discussing with each other, sharing their ideas, which help a lot. In that time we all shared the same goal, we had a "Common Plan and Purpose" so we have put a lot of time and effort discussing a purpose that was good for everybody. We had meetings in MCU's library, we created a Facebook group so we could put all the information’s there and when we realize that something was wrong we were very flexible to change the plan and keep going with the new decision. When you are working in-group the ability of members are also very important. Part of a team's performance depends on the knowledge skills, and abilities...

Words: 816 - Pages: 4

Premium Essay

The Migration of Japanese Overseas Students

...Research Proposal (Ⅰ) Proposed Title (Ⅱ) Introduction (Ⅲ) Brief Literature Review ·Political, Economic and EMJOS ·Cross-cultural and EMJOS ·Gender and EMJOS (Ⅳ)Methodology ·Pilot and Measurement ·Questionnaires ·Individual Interviews ·Comparative Analysis ·Statistic Analysis (Ⅴ)Proposal Research Time-Table (Ⅵ)References (Ⅶ)Appendix (Ⅰ) Proposed Title The Discussion of Education Migration in Metropolises—Based on Japanese Overseas Students (Ⅱ) Introduction The problem of Education Migration has been becoming an international tendency globally in recent years, especially the Japanese Overseas Students (JOS), particularly in metropolises (this research includes three metropolises: Tianjin, Shanghai and Hong Kong). According to current official statistics, the number of Japanese Overseas Students with a bachelor’s degree at above studying in Tianjin (TJ) accounted for 1,906, 1,681, and 1,971 respectively in 2010, 2011, and 2012, dramatically doubling that of a decade ago. As a result of the above situations, I could not help coming up with the questions like why they are primarily female students and what education migration of Japanese Overseas Students (EMJOS) could bring to the political, economic and cross-cultural aspects of TJ society as well as what attitude we should harbour towards this trend (Appendix 1). I will compare EMJOS with two other metropolises in order to make...

Words: 3098 - Pages: 13

Premium Essay

Cross-Cultural Perspectives

...Cross-Cultural Perspectives People depend on energy on a daily basis. The fuel from energy is used in daily activities rather personal or business. The more the demand for energy increase the harder it is to locate the supply for it. British Petroleum, also known as BP, is a company that provides energy services to different countries. BP is a global organization that focuses on production, refining, distributing, trading, and exploration of energy. The industry of energy is defined by challenge. It must be determined how to meet the supply of demand. BP has increased their reserves and the need to diversify. BP experienced a horrific accident in April 2010, which was named the Deep-water Horizons. The company was responsible for an oil spill that occurred in the Gulf of Mexico in April 2010. This spill will have a lasting economic, personal, and environmental effect on those involved in it. Many workers, individuals, and businesses were impacted along the coast lines. For workers, those who worked on tugs, barges, oil rigs, or fishing/shrimp boats lost wages and time off work because of the oil spill. Individuals, or residents, that lived along the coast line may experience health issues because of the chemicals and toxic fumes that were released as a result of the oil spill. Property owners may have damage to their land if any of the chemicals was washed up and came in contact with the soil. Businesses around the coast line, especially fishing and tourist,...

Words: 814 - Pages: 4

Free Essay

Business

...BSBS6009 Cross Cultural Management - Assessment item 4 individual reflective journal (30%) Individual Negotiation Reflective journal (30%) Due date is on Tuesday week 13 The objectives of this assignment are to:  Assess student’s ability to apply the knowledge and understanding of cross cultural management and negotiation learnt in this course by critically reflecting on negotiation simulations.  Assess student’s ability to identify and analyses issues that were critical to the processes and outcomes of the negotiation simulations.  Assess student’s ability to plan for a negotiation. Specific Tasks: This assessment item include four sections each approximately 500 words in length. In Part 1 of your journal, you are required to critically reflect on negotiation simulations from Week 9 to 11 and apply appropriate cultural, communication and negotiation theory/ies to identify and evaluate your own strengths and weaknesses. In part 2 of your journal, you are required to critically reflect your final negation simulation on week 12 and identify your improvements and evaluate processes and application while including effective and ineffective strategies and tactics compare with week 9 to 11. In Part 3 of your journal, you are required to identify the most significant ethical issues surrounding the negotiation simulations from week 9 to 12 and provide recommendations on how could you avoid the issues. Your individual negotiation plan for the Final Group Negotiation...

Words: 1236 - Pages: 5

Premium Essay

Cross Cultural Perspective Nike

...Cross-Cultural Perspectives: Nike Student UoP Ethics 316 June 18, 2012 Week Five Dr. No Instructor Cross-Cultural Perspectives: Nike Nike Corporation grew from a local United States-based footwear distributor to a global marketing giant of athletic footwear, apparel, and equipment. This paper will provide an analysis of the ethical and social responsibility issues Nike must deal with as a global organization. Additionally, the paper will identify Nike’s ethical perspectives and present the exploration of these perspectives across cultures. Ethical and Social Responsibility Issues Nike began globalization through industrializing in countries, such as Vietnam, Malaysia, Indonesia, and Cambodia. The contracting by Nike of suppliers within these regions instantly began providing jobs, which at the time was just good enough to these improvised areas. However, by the end of the 90s Nike’s use of offshore manufacturing suppliers brought revelations of the sweatshop working conditions prevalent in these nations. The ethical responsibility issues Nike had as a challenge because of these sweatshop conditions ran the full gamut. For example Vietnam factories were violating the minimum wage and overtime laws, Cambodia was using child labor, and Malaysia even went as far as employing forced labor to ensure manufacturing requirements were met...

Words: 856 - Pages: 4

Free Essay

Mr Anderson

...in the nation of each company. These figures give us more details about what is the position of each company and the role played among their competitors in their country. This provides us a better understanding of the positioning and vision for both sides. 3) The preference of representatives in both teams Before the negotiation, our team members have spare lots of time sit together talk about and change our opinions. During this time, we have already known each other’s characters and have dividing the work responsibilities and allocate them to each person. That is the first part called self-exploration. In addition, analysis the members in opposite team are as important as the first part. Same as us, even though built on the multi-cultural foundation, with a mix of Indian, Chinese and Sri Lanka, all of us come from the high-text and masculinity society, and the sex ratios in both teams are same. This endows us a balance between the two teams. During the negotiation, we can use...

Words: 1910 - Pages: 8

Premium Essay

Case Study 1 Ihrm

...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfgh jklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvb nmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwerty uiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfg hjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcv bnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxc vbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwer tyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopas dfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklz xcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrt yuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasd fghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzx cvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwe rtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopa sdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjkl ...

Words: 1160 - Pages: 5

Premium Essay

Paper

...Abstract This paper outlines and describes managerial guidelines for successful negotiations. It examines the steps a manager may take to ensure successful negotiations. Discuss the forces, including technology changes, which have fostered the development of global consumerism. Cite your sources. Keywords: Negotiation, International Marketing Managerial Guidelines for Successful Cross-Cultural Negotiations In international business, understanding the culture is the most important factor that determines success in that foreign market. This will be the foundation for the negotiations and should be addressed prior to any meetings. A company needs to combine the best aspects of each organization to the respective cultures in the foreign market. The negotiations will be successful if the negotiating parties establish an open relationship and gain mutual trust. Several factors to consider prior to negotiating in international business are minimizing distrust and stereotyping, overcome communication issues, and relationship development. (Ready) Minimizing distrust and stereotyping is a common issue that can deeply affect any negotiations. This can be rooted from the idea of assuming the values and mannerisms of the culture in the foreign market. For example, when McDonald’s decided to enter the market in India, they did not assume their beef burgers were going to be accepted in this mainly vegetarian environment. They did their research and...

Words: 541 - Pages: 3