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?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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?

**Motivation Is the Key** Over the last five years, Corkley & Finn, a regional investment brokerage house, has been extremely profitable. Some of its largest deals have involved cooperation with investment brokers in other countries. Realizing that the world economy is likely to grow vigorously over the next 25 years, the company has decided to expand its operations 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. 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 use them as a cadre for expanding operations and becoming 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 train them how to do their jobs well and then they don’t perform or they leave, all we’ve done is spend a lot of money for nothing and provide on-the-job training for our competitors. In this business, our people are the most important asset, and clients most often are swayed toward 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 function 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
Transcribed Image Text:**Motivation Is the Key** Over the last five years, Corkley & Finn, a regional investment brokerage house, has been extremely profitable. Some of its largest deals have involved cooperation with investment brokers in other countries. Realizing that the world economy is likely to grow vigorously over the next 25 years, the company has decided to expand its operations 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. 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 use them as a cadre for expanding operations and becoming 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 train them how to do their jobs well and then they don’t perform or they leave, all we’ve done is spend a lot of money for nothing and provide on-the-job training for our competitors. In this business, our people are the most important asset, and clients most often are swayed toward 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 function 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
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!

The image is a graph titled "Figure 12–7: Selected Countries on the Uncertainty-Avoidance and Masculinity Scales." It displays data on a grid with the masculinity index on the horizontal axis and the uncertainty avoidance index on the vertical axis. **Axes:** - **Masculinity Index (Horizontal Axis):** Ranges from 5 to 110. - The axis is divided into four parts: - Feminine: 5 to 59 - Masculine: 59 to 110 - **Uncertainty Avoidance Index (Vertical Axis):** Ranges from 1 to 110. - The axis is divided into four parts: - Weak uncertainty avoidance: 1 to 59 - Strong uncertainty avoidance: 59 to 110 **Quadrants:** 1. **Top-Left Quadrant (Weak uncertainty avoidance, Feminine):** - Countries: Norway, Finland, Others 2. **Top-Right Quadrant (Weak uncertainty avoidance, Masculine):** - Countries: Great Britain, India, USA, South Africa, Canada, Others 3. **Bottom-Left Quadrant (Strong uncertainty avoidance, Feminine):** - Countries: France, Brazil, Costa Rica, Spain, South Korea, Others 4. **Bottom-Right Quadrant (Strong uncertainty avoidance, Masculine):** - Countries: Austria, Germany, Mexico, Japan, Others **Source:** Adapted from Geert Hofstede, "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Fall 1983, p. 86.
Transcribed Image Text:The image is a graph titled "Figure 12–7: Selected Countries on the Uncertainty-Avoidance and Masculinity Scales." It displays data on a grid with the masculinity index on the horizontal axis and the uncertainty avoidance index on the vertical axis. **Axes:** - **Masculinity Index (Horizontal Axis):** Ranges from 5 to 110. - The axis is divided into four parts: - Feminine: 5 to 59 - Masculine: 59 to 110 - **Uncertainty Avoidance Index (Vertical Axis):** Ranges from 1 to 110. - The axis is divided into four parts: - Weak uncertainty avoidance: 1 to 59 - Strong uncertainty avoidance: 59 to 110 **Quadrants:** 1. **Top-Left Quadrant (Weak uncertainty avoidance, Feminine):** - Countries: Norway, Finland, Others 2. **Top-Right Quadrant (Weak uncertainty avoidance, Masculine):** - Countries: Great Britain, India, USA, South Africa, Canada, Others 3. **Bottom-Left Quadrant (Strong uncertainty avoidance, Feminine):** - Countries: France, Brazil, Costa Rica, Spain, South Korea, Others 4. **Bottom-Right Quadrant (Strong uncertainty avoidance, Masculine):** - Countries: Austria, Germany, Mexico, Japan, Others **Source:** Adapted from Geert Hofstede, "The Cultural Relativity of Organizational Practices and Theories," Journal of International Business Studies, Fall 1983, p. 86.
Solution
Bartleby Expert
SEE SOLUTION
Similar questions
Recommended textbooks for you
Understanding Business
Understanding Business
Management
ISBN:
9781259929434
Author:
William Nickels
Publisher:
McGraw-Hill Education
Management (14th Edition)
Management (14th Edition)
Management
ISBN:
9780134527604
Author:
Stephen P. Robbins, Mary A. Coulter
Publisher:
PEARSON
Spreadsheet Modeling & Decision Analysis: A Pract…
Spreadsheet Modeling & Decision Analysis: A Pract…
Management
ISBN:
9781305947412
Author:
Cliff Ragsdale
Publisher:
Cengage Learning
Management Information Systems: Managing The Digi…
Management Information Systems: Managing The Digi…
Management
ISBN:
9780135191798
Author:
Kenneth C. Laudon, Jane P. Laudon
Publisher:
PEARSON
Business Essentials (12th Edition) (What's New in…
Business Essentials (12th Edition) (What's New in…
Management
ISBN:
9780134728391
Author:
Ronald J. Ebert, Ricky W. Griffin
Publisher:
PEARSON
Fundamentals of Management (10th Edition)
Fundamentals of Management (10th Edition)
Management
ISBN:
9780134237473
Author:
Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:
PEARSON
SEE MORE TEXTBOOKS