BUSN - 104 Chapter 10. Management of Human Resources

A type of ______ used by managers to plot the work of employees in detail was developed by Henry Gantt, who followed Taylor's principles.

chart

Type A management

relies on short-term employment, individual decision making, individual responsibility for the outcomes of decisions, rapid evaluation and promotion, explicit control mechanisms, specialized career paths, and segmented concern for employees.

The levels in Maslow's hierarchy of Needs are physiological, _________, social, esteeem and self-actualization needs.

safety

Empowerment

giving employees authority to make decisions and tools to implement the decisions they make.

Happy workers lead to _____ customers, and they lead to ______ businesses.

happy, successful

who is fredrick taylor?

Father of scientific management

The assumptions of Theory X management are:

The average person dislikes work and will avoid it if possible. Because of this dislike, workers must be forced, controlled, directed, or threatened with punishment to make them put forth the effort to achieve the organization's goals. The average worker prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security. Primary motivators are fear and punishment.

Taylor's method was to:

Study the most efficient ways to do a task; Determine the ONE best way, teach people the one best way to do a job.

Scientific Management

Studying workers to find the most efficient ways of doing things and then teaching people those techniques.

Which management theory uses time-motion studies to find the one best method for workers to perform each task and then teaches them that method?

Taylor's Scientific management

An assumption about people by a Theory Y manager would be that workers ________work.

hate

Time-motion studies

Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

Principles of Motion Economy

Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.

Vroom's Expectancy Theory

Victor Vroom's theory is that the amount of effort employees exert on a specific task depends on their expectations of the outcome.

Job Enlargement

A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment.

Job Rotation

A job enrichment strategy that involves moving employees from one job to another

Job Enrichment (Vertical Job Loading)

A motivational strategy that emphasizes motivating the worker through the job itself

Physiological needs

Basic survival needs, such as the need for food, water, and shelter.

As researchers determined the most efficient ways of doing things, ____________ became the standard for setting goals.

Efficiency

Henry Gantt was a follower of which management Theorist?

Frederick Taylor

The tendency of people to behave differently when they know they are being studied is the ________

Hawthorne Effect

Who developed charts by which managers plotted the work of employees a day in advance down to the smallest detail.

Henry L. Gantt (Follower of Frederick Taylor)

Hygiene Factors (Herzberg)

In Herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Motivators (Herzberg)

In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction.

The assumptions of Theory Y management are:

Most people like work; it is as natural as play or rest. Most people naturally work toward goals to which they are committed. The depth of a person's commitment to goals depends on the perceived rewards for achieving them. Under certain conditions, most people not only accept but also seek responsibility. People are capable of using a relatively high degree of imagination, creativity, and cleverness to solve problems. In industry, the average person's intellectual potential is only partially realized. People are motivated by a variety of rewards. Each worker is stimulated by a reward unique to him or her (time off, money, recognition, and so on).

Employee involvement and group membership were two of the reasons employees gave as the reason for increased___________________ during the Hawthorne studies.

Productivity

Taylor's scientific management became the dominant strategy for improving ______________ in the early 1900s

Productivity

According to Ouchi's theory, what are some elements included in Type A management?

Rapid promotion, individual decision-making

Five characteristics of work are important in motivation and performance:

Skill variety. The extent to which a job demands different skills. Task identity. The degree to which the job requires doing a task with a visible outcome from beginning to end. Task significance. The degree to which the job has a substantial impact on the lives or work of others in the company. Autonomy. The degree of freedom, independence, and discretion in scheduling work and determining procedures. Feedback. The amount of direct and clear information given about job performance.

Extrinsic reward

Something given to you by someone else as recognition for good work; extrinsic rewards include pay increases, praise, and promotions.

Equity Theory

The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions.

goal-seting theory

The idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions.

Esteem Needs (Maslow's Hierarchy of Needs)

The need for recognition and acknowledgment from others, as well as self-respect and a sense of status or importance.

Self-actualization Needs (Maslow' Hierarchy of Needs)

The need to develop to one's fullest potential.

Social Needs (Maslow's Heirarchy of Needs)

The need to feel loved, accepted, and part of the group.

A theory X manager is likely to think that the primary motivators are __________ and ____________.

fear, punishment

Management by Objectives (MBO)

A system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.

Safety Needs (Maslow's Hierarchy of Needs)

The need to feel secure at work and at home.

Intrinsic Reward

The personal satisfaction you feel when you perform well and complete goals.

Hawthorne Effect (Observation Bias)

The tendency for people to behave differently when they know they are being studied

Reinforcement Theory

Theory that positive and negative reinforcers motivate a person to behave in certain ways.

What were the three elements of Taylor's Principles?

Time, methods and rules of work