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How A Countries Culture Motivates It's People

715 words - 3 pages

How a Country’s Culture Affects Motivational Efforts

How a Country’s Culture Affects Motivational Efforts

Before examining how a countries culture affects motivational efforts, It is necessary to give a definition of the two aspects that we will be focusing on. Culture is defined as, “The totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought”. ("Culture," 2012) Motivation is referred to as, “ the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal”. (Robbins, DeCenzo & Coulter, p.266) These two concepts will be the focus throughout the paper.
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In India, and in other countries, it is their manager’s responsibility to track and control their subordinate’s career path, and career growth. With American’s, in respect to motivation, a supervisor shouldn’t expect much in the way of company loyalty, group recognition, and after work socialization. A supervisor should emphasize opportunity for monetary gain and company growth. On the other hand, in respect to motivation in India, a manager should try to relate more to his subordinates and incorporate a “hands- on” technique. Relating to his subordinates and treating them like equals would go a long way. With these examples, comes a understanding on how different cultures can create and affect the motivational efforts of its workers. A countries culture can determine the type of motivational efforts necessary to accomplish the need of its organizations. These varying needs are based on the country and the accepted cultural practices. This theory is best exemplified in Maslow’s Hierarchy of Needs. “Maslow’s Hierarchy of Needs, states that , “ there is a hierarchy of five human needs: physiological, safety, social, esteem, and self-actualization”. The levels of this hierarchy need to be satisfied before the next becomes dominant.”(Robbins, DeCenzo & Coulter,p267) Once the hierarchy is...

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