Work adjustment of Mexico

Negotiations:

Negotiations often involve two parties with conflicting interests, needs, or goals coming together to discuss how to achieve a commonly acceptable solution. Negotiation skills are particularly crucial in formal and informal interactions and transactions. It is noteworthy that negotiation requires to give and take using an approach that promotes goodwill, despite differences among the parties in the conflict (Zohar, 2015). Usually, a good negotiation satisfies the different parties and creates a willingness to interact again.

. Such individuals employ a conscious and assertive communication approach. Assertive communicators are not only confident, but they are also considerate. Notably, they can easily maintain discussions and encourage outcomes that benefit all parties involved. Instead of being critical or emotional, assertive communicators rely on facts. Their views are described from their own perspectives rather than criticizing others.

During the first stage that is also known as non-task, the focus of participants is always on how to understand and becoming comfortable with one another and not focusing on the negotiation task or issue. In some cultures, the stage may involve small talk that lasts for a short time (Graham, 1985). In Mexican culture, the first stage often lasts longer and is more critical since it where the relationship is established. Mexican culture values relationships more than contact and influences the level of trust.

In the second or information stage, the negotiation entails the exchange of background as well as general information. During the second stage, participants provide company overviews and histories (Graham, 1985). Information exchange during the second stage offers a broader context. The third stage entails influence as well as persuasion. In this stage, there is an effort to influence and sway opposite sides to reduce their demands and desires while increasing the proposed demands. The variety of influence strategies to consider include; threats, questions, and promises, among others. Certain factors influence the use of tactics, including real or perceived power and cultural norms.

The final or closing stage is attained when there is an acceptable agreement between the parties involved in the conflict, or it could be due to failure to agree. Different cultures use different symbols to show that negotiation has reached an end (Graham, 1985). Often, a consultation ends when a deal is reached. Failure to abide by the contents of the negotiation may be considered a violation of the contract.

Leveraging relationships help in negotiations in Mexico. It is noteworthy that Mexicans use distributive as well as contingency bargaining. Both parties are expected to own the responsibility of ensuring that an agreement is attained (Katz, 2017). Often, Mexicans expect long-term commitments and focus on lasting benefits. Mexicans avoid confrontation or direct conflict during negotiations. Ultimately, their talks lead to a win-win out for the parties involved in the negotiations (Katz, 2017). In case of a dispute during negotiations, Mexicans can reach agreements or acceptable compromises by leveraging personal relationships.

It is important to note that negotiations with Mexicans are slow, protracted, and takes a holistic approach with back and forth between topics of discussion. Furthermore, Mexicans are shrewd, tough negotiators, and haggle when bargaining (Katz, 2017). Although Mexicans prefer an uncomplicated style of negotiation, they can be very deceptive through telling lies, giving false non-verbal signs, misrepresent the value of an item, show disinterest in a deal, and making wrong demands. Lastly, negotiators in the country may apply pressure using time, intransigence, and nibbling (Katz, 2017). While Mexicans may use indirect warnings, threats, or show subtle anger, they are careful not to appear aggressive.

Motivation

The willingness of individuals to put effort towards achieving a particular goal is known as motivation. People value different things, including power, achievement, and affiliation, among others. There are various process theories which consider the processes that people use to choose behaviors that meet their desired goals. Notable process theories include Equity theory, Expectancy, and Goal Setting Theory (Lee & Raschke, 2016). The Equity theory claims that people compare the ratio of their inputs as well as outputs with those of others. The theory assumes that people can accurately know what they contribute and receive and also what other people provide or receive. On the other hand, the goal-setting approach focuses on goal setting processes to enhance commitment to or achievement of goals (Lee & Raschke, 2016). The theory stipulates that there must be a specific goal that is not only measurable but attainable and relevant. Such purposes must be time, meaning they must have a particular timeline within which they have to be attained.

The expectancy theory suggests that people have the capacity to rationally determine if they should expect a given level of performance so as to attain the desired outcomes. Also, the theory postulates that people can estimates if they should expect that their effort will help to achieve the necessary performance (Lee & Raschke, 2016). Therefore, the three main components of the theory include energy, performance, and rewards. Notably, the coordination of the components yields self-efficacy and instrumentality.

People can be motivated to pursue their valued goals. For instance, a job design that creates meaning in the life of an individual can lead to goal attainment. Likewise, individuals can pursue their own goals through the provision of skill variety, creating task identity, enhancing autonomy, providing feedback, and showing task significance (Eccles & Wigfield, 2002).

Mexicans value their culture, social support, and familism. Therefore, they could be more motivated if there is respect for their learning. It is important not to disparage their culture but to offer social support. These kinds of acts are likely to motivate Mexicans to be more productive in their areas of work.

Leadership

It is generally agreed across the globe that leadership is a concept, entailing traits, characteristics, and behaviors. There are leadership styles and practices that are universally liked or disliked. Traditional behavioral theories use consideration and initiating structures, while contingency theories focus on behavioral methods, leadership substitutes, and paths used to achieve goals (Al Khajeh, 2018). The GLOBE project categorizes leadership behaviors into six dimensions and grouped countries into 10 clusters (Javidan et al., 2006). The project offers detailed historical, religious, economic, and demographic data, which are used to categorize countries into different clusters. Mexico belongs to the group of Latin America (Javidan et al., 2006). This project is crucial because it describes the factors influence leadership in different groups. Therefore, the information can be used to determine the issues that Mexicans would consider for work adjustments. Therefore, when considering Mexicans for work adjustments, the factors in their cluster should not be confused with those that the individuals in other groups value.

Mexican business leaders use coercive, assertive, transactional, and authoritarian leadership that is founded on paternalistic habitus. Models of leadership in Mexico do not include democracy, buy autocracy. These leadership styles are common in Mexico because most of the firms are startups, unlike leadership styles in North American countries such as Canada that embrace transformational leadership styles (Silva & de Miguel, 2017).

References

Al Khajeh, E.H. (2018). Impact of Leadership Styles on Organizational Performance. Journal of Human Resources Management Research, Vol. 2018. Article ID 687849, DOI: 10.5171/2018.687849

Eccles, J.S., & Wigfield, A. (2002). Motivational beliefs, values, and goals. Annu. Rev. Psych., 53, 109-      132.

Graham, J. (1985). The Influence of Culture on Business Negotiations. Journal of International Business Studies,16, 81–96.

Javidan, M., Dorfman, P.W., Sully de Luque, M., & House, R.J. (2006). In the eye of the beholder: Cross-cultural lessons in leadership from project GLOBE. Academy of Management Perspectives, 20(1), 67-90.

Katz, L. (2017). Negotiating international business-Mexico. Retrieved from http://www.leadershipcrossroads.com/mat/cou/Mexico.pdf

Lee, M.T., & Raschke, R.L. (2016). Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal of Innovation & Knowledge, 1(3), 162-169.

Silva, J.A., & de Miguel, R. (2017). Leadership models in Mexican businesses. Espacios, 38(57), 1-12.

Zohar, I. (2015). “The art of negotiation” Leadership skills required for negotiation in times of crisis. Procedia-Social and Behavioural Sciences, 209, 540-548.