Managerial Motivation in Kenya and Malawi: a Cross-Cultural Comparison

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Abstract
Managers are increasingly seen as having a critically important rôle to play in development and nation-building,1and doubts concerning the appropriateness of transferring western ideas and practices to third-world countries are assuming urgent significance. Questions are posed about the impact of social and cultural factors on the management of organisations, and about relationships, between managerial thinking and behaviour and the national stage of economic growth. For example, A. Gladstone asserts that management is a key determinant in development in Africa's new nations, and notes that there has been little research and analysis concerning the evolving state of the managerial art in Africa, both in terms of what exists and what is needed … while management training for Africans has developed considerably, is this training the most appropriate? To what extent should traditional African management be discarded… are the various modern Western approaches relevant and effective in the setting up of African enterprises?2

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