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?
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](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2F5d7c6df9-9072-40bc-ad85-7ace55fd8504%2Ff2ccbdb2-229c-45d4-8bb7-3cae5853fe53%2Fmicvls_processed.png&w=3840&q=75)
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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
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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](https://content.bartleby.com/qna-images/question/5d7c6df9-9072-40bc-ad85-7ace55fd8504/3f95c2d5-edd4-4d94-a934-d74eec575b62/38jjn0l_thumbnail.png)