Homework Help is Here – Start Your Trial Now!
Business
Management
Use Attached paragraph top answrer questions   When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not? How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators?

Use Attached paragraph top answrer questions   When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not? How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators?

Principles of Management
Principles of Management
OER 2019th Edition
ISBN:9780998625768
Author:OpenStax
Publisher:OpenStax
Chapter8: Strategic Analysis: Understanding A Firm’s Competitive Environment
Section: Chapter Questions
Problem 6CRQ: What are firm resources and capabilities, and what information does VRIO provide about them?
See similar textbooks
icon
Related questions
Question

Use Attached paragraph top answrer questions

 

When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same?

Why or why not?

How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators?

Using Figure 12-7 as a point of reference, what recommendation would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? If not, why not?

You Be the International Management Consultant Motivation Is the Key Over the last five years, Corkley & Finn, a regional invest- train them how to do their jobs well and then they don't ment brokerage house, has been extremely profitable. perform or they leave, all we've done is spend a lot of Some of its largest deals have involved cooperation with money for nothing and provide on-the-job training for our investment brokers in other countries. Realizing that the competitors. In this business, our people are the most world economy is likely to grow vigorously over the next important asset, and clients most often are swayed toward 25 years, the company has decided to expand its opera- tions and open overseas branches. In the beginning, the company intends to work in cooperation with other local brokerages; however, the company believes that within five years, it will have garnered enough business to break away and operate independently. For the time being, the firm intends to set up a small office in London and another in Tokyo. The firm plans on sending four people to each of these offices and recruiting the remainder of the personnel from the local market. These new branch employees will have to spend time meeting potential clients and building trust. This will be followed by the opportunity to put together small financial deals and, it is hoped, much larger ones over time. doing business with an investment broker with whom they think they can have a positive working relationship. The reputation of the firm is important, but it is always a func- tion of the people who work there. Effective motivation of our people is the key to our ultimate success in these new branches." Questions 1. When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not? 2. How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators? Using Figure 12-7 as a point of reference, what recommendation would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? If not, why not? The company is prepared to invest whatever time or money is needed to make these two branches successful. "What we have to do," the president noted, "is establish an international presence and then build from there. We will need to hire people who are intensely loyal to us and 3. use them as a cadre for expanding operations and becom- ing a major player in the international financial arena. One of our most important challenges will be to hire the right people and motivate them to do the type of job we want and stay with us. After all, if we bring in people and
Transcribed Image Text:You Be the International Management Consultant Motivation Is the Key Over the last five years, Corkley & Finn, a regional invest- train them how to do their jobs well and then they don't ment brokerage house, has been extremely profitable. perform or they leave, all we've done is spend a lot of Some of its largest deals have involved cooperation with money for nothing and provide on-the-job training for our investment brokers in other countries. Realizing that the competitors. In this business, our people are the most world economy is likely to grow vigorously over the next important asset, and clients most often are swayed toward 25 years, the company has decided to expand its opera- tions and open overseas branches. In the beginning, the company intends to work in cooperation with other local brokerages; however, the company believes that within five years, it will have garnered enough business to break away and operate independently. For the time being, the firm intends to set up a small office in London and another in Tokyo. The firm plans on sending four people to each of these offices and recruiting the remainder of the personnel from the local market. These new branch employees will have to spend time meeting potential clients and building trust. This will be followed by the opportunity to put together small financial deals and, it is hoped, much larger ones over time. doing business with an investment broker with whom they think they can have a positive working relationship. The reputation of the firm is important, but it is always a func- tion of the people who work there. Effective motivation of our people is the key to our ultimate success in these new branches." Questions 1. When motivating the personnel in London and Tokyo, is the company likely to find that the basic hierarchical needs of the workers are the same? Why or why not? 2. How could an understanding of the two-factor theory of motivation be of value for motivating the personnel at both locations? Would hygiene factors be more important to one of these groups than to the other? Would there be any difference in the importance of motivators? Using Figure 12-7 as a point of reference, what recommendation would you make regarding how to motivate the personnel in London? In Tokyo? Are there any significant differences between the two? If so, what are they? If not, why not? The company is prepared to invest whatever time or money is needed to make these two branches successful. "What we have to do," the president noted, "is establish an international presence and then build from there. We will need to hire people who are intensely loyal to us and 3. use them as a cadre for expanding operations and becom- ing a major player in the international financial arena. One of our most important challenges will be to hire the right people and motivate them to do the type of job we want and stay with us. After all, if we bring in people and
Expert Solution
steps

Step by step

Solved in 5 steps

SEE SOLUTIONCheck out a sample Q&A here
Blurred answer
Follow-up Questions
Read through expert solutions to related follow-up questions below.
Follow-up Question

Here is the requested 12-7 image! Thank you!

Figure 12-7 Selected Countries on the Uncertainty- Avoidance and Masculinity Scales Uncertainty avoidance index 11 16 21 27 32 37 43 48 53 59 64 69 75 80 85 91 96 101 107 110 ||| |||| Weak uncertainty avoidance Feminine Norway Finland Others Masculinity index Strong uncertainty avoidance Feminine France Brazil Costa Rical Spain South Korea Others Weak uncertainty avoidance Masculine Great Britain India USA South Africa Canada Others Austria Germany Mexico Others Japan Strong uncertainty avoidance Masculine 5 23 41 59 77 95 Source: Adapted from Geert Hofstede, "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Fall 1983, p. 86. 12-21
Transcribed Image Text:Figure 12-7 Selected Countries on the Uncertainty- Avoidance and Masculinity Scales Uncertainty avoidance index 11 16 21 27 32 37 43 48 53 59 64 69 75 80 85 91 96 101 107 110 ||| |||| Weak uncertainty avoidance Feminine Norway Finland Others Masculinity index Strong uncertainty avoidance Feminine France Brazil Costa Rical Spain South Korea Others Weak uncertainty avoidance Masculine Great Britain India USA South Africa Canada Others Austria Germany Mexico Others Japan Strong uncertainty avoidance Masculine 5 23 41 59 77 95 Source: Adapted from Geert Hofstede, "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Fall 1983, p. 86. 12-21
Solution
Bartleby Expert
SEE SOLUTION
Similar questions
  • SEE MORE QUESTIONS
Recommended textbooks for you
Principles of Management
Principles of Management
Management
ISBN:
9780998625768
Author:
OpenStax
Publisher:
OpenStax College
SEE MORE TEXTBOOKS