Obreros (Workers) Against Gerentes (Managers): Changing Values in the Mexican Workplace

Davis, Anne Spencer; Nayebpour, Mohamad R.

doi:10.1300/j140v05n01_04

Cited by 8 publications

(7 citation statements)

References 15 publications

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“…He found that 'being respected by the managers', 'receiving appreciation and recognition', 'creating a congenial working environment', and 'showing flexibility' are considered important factors by employees in Mexico. Furthermore, Davis and Nayebpour (2004) found that Mexican workers value work, training, and education over leisure activities; these researchers claimed that managers looking to motivate Mexican employees need to understand these values and take them into account.…”

Section: Research On Managerial Effectiveness and Leadership Effectivmentioning

confidence: 99%

Perceived managerial and leadership effectiveness in Argentina and Mexico: a comparative study of effective and ineffective managerial behaviour

Ruiz¹,

Hamlin²

2018

IJMP

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The purpose of this study was to explore similarities and dissimilarities between perceptions of effective and ineffective managerial behaviour observed in private and public sector organisations in Argentina and Mexico respectively. The results of a qualitative cross-case/cross-nation comparative analysis of findings obtained from two emic replication studies of perceived managerial and leadership effectiveness previously carried out by the authors suggest that in both countries effective managers are perceived as those who are: 'fair', 'flexible', 'caring about employees' and 'understanding of their personal needs', and who 'make sure they have good working conditions', 'provide reward and recognition', 'monitor performance', 'encourage professional development', and 'take into account the suggestions of employees'. These findings support those who theorise about the existence of a universal set of managerial behavioural practices that are effective and ineffective across countries.

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Section: Research On Managerial Effectiveness and Leadership Effectivmentioning

confidence: 99%

Perceived managerial and leadership effectiveness in Argentina and Mexico: a comparative study of effective and ineffective managerial behaviour

Ruiz¹,

Hamlin²

2018

IJMP

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“…In exploring Hofstede's cultural dimensions in Mexico, Najera (2008), found that being respected by the managers, 'receiving appreciation and recognition,' 'creating a congenial working environment,' and 'showing flexibility' are perceived as important aspects of work by the Mexican workforce. Additionally, Davis and Nayebpour (2004) found that employees in Mexico value training, work, and education more than leisure activities. The authors argued that managers should take into consideration these values in order to properly motivate employees.…”

Section: Research On Management and Leadership In Mexicomentioning

confidence: 99%

Perceived managerial and leadership effectiveness in Mexico and the USA

Ruiz

Hamlin

2019

EJTD

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Purpose The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour. Design/methodology/approach A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted. Findings Notwithstanding the significant cultural variances between Mexico and the USA underlined by various cross-cultural studies, the findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner. Research limitations/implications While the results of the study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, the authors suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries. Practical implications The findings of the study may be relevant for human resource development professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries and emphasizing those practices that may be particular to Mexico and the USA respectively, could lead to an improvement in the performance of Mexican executives managing in the USA and US executives managing in Mexico. Originality/value This paper compares managerial behavioural effectiveness between Mexico and the USA.

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“…While doing business in Mexico, friendliness, goodwill, and respect are keys for the success in the long run. Mexicans do business with individuals not with companies, so the process of establishing business or working relationships may take time [50]. Making and maintaining friends whether social or professional are helpful in solving both social and business conflicts in Mexico.…”

Section: Mexican National Culturementioning

confidence: 99%

The Role of National Cultures in Shaping the Corporate Management Cultures: A Three-Country Theoretical Analysis

Khan¹,

Law²

2018

Organizational Culture

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This chapter explores answers to the question that how national cultures influence the management cultures of organizations. In this case, therefore, differences and similarities among the national cultures of Pakistan, Mexico, and the USA are under investigation in order to analyze the impacts of such differences and similarities on the management cultures of organizations located in these countries. The outcomes of the analysis based on the existing literature suggest that differences in national cultures greatly influence the way organizations are managed in these countries. These findings present cross-cultural management challenges for organizations working in these countries, especially when they want to build trilateral or bilateral business partnerships. This is in addition to the fact that the USA and Mexico are geographically far from Pakistan.

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Obreros (Workers) Against Gerentes (Managers): Changing Values in the Mexican Workplace

Cited by 8 publications

References 15 publications

Perceived managerial and leadership effectiveness in Argentina and Mexico: a comparative study of effective and ineffective managerial behaviour

Perceived managerial and leadership effectiveness in Argentina and Mexico: a comparative study of effective and ineffective managerial behaviour

Perceived managerial and leadership effectiveness in Mexico and the USA

The Role of National Cultures in Shaping the Corporate Management Cultures: A Three-Country Theoretical Analysis

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