What Is Right For The Business?

Many employees work very hard to perform their  daily tasks, but they make mistakes and got blamed for it. The first reaction from their superiors is to look for the obvious mistakes and shortfalls in following the plans, procedure or regulations. Catching the obvious mistake is easy but will only solve the problem momentarily. Eliminating the cause of the problem is very difficult. Sometimes, the organization needs to change the procedures, review their assumptions or even ask themselves if they need the workers to perform that task at all. The following discussion and examples will show how mistakes and errors can take place and how we can we eliminate these mistakes immediately and permanently. Long term solutions needs time, effort and big budget, but eliminating a reoccurring problem will worth the cost, effort and time spent. Read More …

Intrinsic and Extrinsic Rewards

Managers at work and parents at home are searching for the best reward to give. Rewards are two types, intrinsic and extrinsic. Intrinsic reward is a feeling of accomplishment after achieving a challenging task. The intrinsic reword do not need another person’s comments or encouragement, it is, rather a self-fulfillment feeling the worker sense after completing his or her tasks (Schermerhorn et al., 2008). Intrinsically motivated workers perform their tasks with impulsive experience of interest, excitement and satisfaction (Selart, Nordström, Kuvaas, & Takemura, 2008). Extrinsic rewards can be intangible like a public praise or being the employee-of the-month, but extrinsic rewards can be tangible similar to cash payment or benefits (Schermerhorn et al., 2008; Selart et al., 2008). The basic extrinsic needs are receiving external rewards or avoiding punishment (Fullagar & Mills, 2008).


Fullagar, C. J., & Mills, M. J. (2008). Motivation and flow: Toward an understanding of the dynamics of the relation in architecture students. Journal of Psychology, 142(5), 533-556.

Selart, M., Nordström, T., Kuvaas, B., & Takemura, K. (2008). Effects of reward on self-regulation, intrinsic motivation and creativity. Scandinavian Journal of Educational Research, 52(5), 439-458. doi: 10.1080/00313830802346314

Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational Behavior (10 ed.). NY: John Wiley & Sons.

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Cross-cultural Models

Woodhull and Louis (2009) state that People are social creatures and their cross-cultural issues falls within four models. The first model is the communal sharing model, which divide the population into in-groups and out-groups (Woodhull & Louis, 2009). In-group members treat each other differently than the out-group and share resources, information, and communication freely between them only. Fraternal organization is a good example to the communal sharing model. The second model is the authority ranking model, which is similar to the military hierarchy that divides the culture into layers and ranks (Woodhull & Louis, 2009). The lower ranks respect and obey their superiors who will take the responsibility. The third model is the equality matching that treat the population equally despite of the differences between them (Woodhull & Louis, 2009). The population members track what the contributed to the population and subtract what they took out. A good example of the equality matching is carpool. The last cross-cultural model Woodhull and Louis (2009) discussed is the market pricing model. Entry to this population is open and the relationship is based on utility, price and value. An example of this model is a for-profit business.


Woodhull, M. D., & Louis, D. J. (2009). Why did they do that??? A cross-cultural study of daily decision-making by mexican maquiladoras and U.S./Canadian managers. Business Journal of Hispanic Research, 3(1), 77-93.

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