business 102 chapter 10

punishment

"if you do this, this will happen"

McGregor's theory X

(make an X to remember...x=no, dont like) -the average person dislikes work and will avoid it -workers must be forced, controlled, directed or threatened with punishment to make them put forth the effort to achieve the organizations goals -the average worker prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security -for army ppl this works, sports -primary motivators are fear and money Managers: watches people closely, motiviation in the form of punishment for bad work rather than reward for good, gives workers little responsibility, authority, or flexibility

mcgregors theory y

(remember like "why not like your job?) • most people like work, its as natural as play or rest • most people naturally work toward goals to which they are committed • the depth of a persons 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 persons intellectual potential is only partially realized • people are motivated by a variety of rewards unique to him or her Managers: relaxed atmosphere in which employees are free to set objectives, be creative, be flexible and go beyond goals set by management

Fredrick taylor: scientific management

-19th century presented management principles but not until the early 20th century did any work with lasting implications appear --Fred's goal was to increase worker productivity to benefit both firm and worker -scientific management -time motion studies -3 elements basic to his approach:time, methods and rules of work -tools:observation and the stop watch -principles of motion economy -scientific management -believes people would be motivated if paid well

Motivation and Maslow's Hierarchy of Needs

-People are motivated by needs -Once needs are satisfied they no longer provide motivation

scientific management believes people are motivated by

-believes that people would be motivated if they got paid well enough

Elton Mayo & the Hawthorne Studies

-did a study about productivity under different levels of lighting -productivity went up regardless of light -did another study manipulating temp, humidity, and environmental factors -productivity increased

Herzberg's Motivational Factors

-what can be done to the job itself mid 1960's asked workers what makes them work to their full potential -Sense of achievement, earned recognition, interest in the work itself, opportunity for growth and advancement, importance of responsibility, peer and group relationships, pay, supervisors fairness and friendliness, company policies and rules, status, job security, and working conditions -workers felt the absence of these things could cause dissatisfaction but their presence didn't motivate them to work harder, it just provided satisfaction and contentment

Procedures for encouraging open communication include:

1) Create an organizational culture that rewards listening- provide feedback, adopt suggestions, reward communication 2) Train supervisors and mangers to listen 3) Use effective questioning techniques- open ended and appropriate personal questions are good 4) Remove barriers to open communication- remove dress codes, separate parking and bathrooms for managers and employees 5) Avoid vague and ambiguous communication- "mistakes were made" "perhaps" try to be more direct and avoid this 6) Make it easy to communicate- encouraging to eat together, having events where everyone mixes together 7) Ask employees what's important to them- have frequent stay interviews to find out what matters to employees -Recognizing a job well done by raises, bonuses, promotions, and recognition - Managers must personalize because everyone is different

5 characteristics are important in motivation and performance:

1) Skill variety- the extent to which a job demands different sills 2) Task identity- the degree to which the job requires doing a task with visible outcome from beginning to end 3) Task significance- the degree to which the job has a substantial impact on the lives or work of others in the company 4) Autonomy- the degree of freedom, independence, and discretion in scheduling work and determining procedures 5) Feedback- the amount of direct and clear info given about job performance

elton mayo and the hawthorne studies found what actually motivated them...

1) Workers in the test room thought of themselves as a social group. atmosphere was informal, they could talk freely, and they interacted regularly. They felt special and worked hard to stay in their group. 2) Workers were included in planning the experiments. They believed their ideas were respected and felt engaged in managerial decision-making. 3) No matter the physical conditions, the workers enjoyed the atmosphere of their special room and the additional pay for being more productive. Job satisfaction increased

what are the 3 questions in Victor vrooms expectancy theory

1) can I accomplish the task? 2) if I do accomplish, what's my reward? 3) is the reward worth the effort?

David Nadler and Edward Lawler modified the theory and suggested mangers follow 5 steps to improve employee performance:

1) determine what rewards employees value 2) determine each employees desired performance standard 3) ensure that performance standards are attainable 4) guarantee rewards tired to performance 5) be certain that employees consider the rewards adequate

Maslow's Heirchy of Needs

5 -Physiological needs- basic survival needs (food, water, shelter) (NOT 'psychological^^^') 4 -Safety needs- the need to feel secure at work and home 3 -Social needs- the need to feel loved, accepted, and part of the group 2 - Esteem needs- the need for recognition and acknowledgment from others, as well as self-respect and a sense of status or importance 1 -Self-actualization needs- the need to develop to one's fullest potential

Job enrichment

Job enrichment: a motivational strategy that emphasizes motivating the worker through the job itself -based on Herzberg's higher motivators -5 characteristics are important in motivation and performance:

Scientific management

Scientific management: studying workers to find the most efficient ways of doing things and then teaching people those techniques

Ouchie's Theory Z

Type A (american) Type Z(modified american) Type J

Management by objectives (MBO) by Peter Drucker

a system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objects among top and middle-level managers, supervisors and employees -employees need to motivate themselves -Effective in stable situations when managers can make long-range plans and implement them with few changes

explain Generation Y/millennials/ echo boomers (1980-2000)

are all linked through experiences they shared in their formative years (usually the first 10 yrs of life): raised by indulgent parents , don't remember a time without cell phone, ect. The main constant in their lives is inconstancy. Expect change.

Scientific management views people as...

as machines that need to be programmed properly

negative reinforcer

associating a situation with a bad experience so next time you listen -ex) rushing and cutting yourself on a can...your mom wants you to not rush so next time you listen bc you remember the last bad experience and dont wanna get hurt again

physiological needs

basic survival needs (food, water, shelter)

explain Generation X (1965-1980)

career families with parents who focused on work. As children, attended day care or became latchy kids. Their parents layoffs added to insecurity about the future.

explain Babyboomers (1946-1964)

experienced unprecedented economic prosperity, secure jobs and optimism about future

Empowerment

giving employees authority to make decisions an tools to implement the decisions they make follow these 3 steps: 1) find out what ppl think the problem in the org is 2) let them decide the solution 3) get out of the way & let them put solutions into action

Content:

goal setting theory reinforcement theories (pos, neg, punishment, extinction), expectancy theory equity theory

Equity theory

idea that employees try to maintain equity between inputs and outputs compared to others in similar positions -what is fair(perception of reality) -input, output -find comparative info from personal relations, professional orgs, ect. -respond to unfairness by: quit, stop trying, change your referent(comparing) 1. working less hard or more hard the next time 2. rationalize the difference between you and the other person

Job enlargement

involves combining a series of tasks into one challenging and interesting assignment

Job rotation

involves moving employees from one job to another (problem, have to train ppl in different positions but allows for more flexibility in the end)

Hygiene (maintenance) factors:

job factors that can cause dissatisfaction if missing but that don't necessarily motivate employees if increased -company policy and administration, supervision, working conditions, interpersonal relations (co-workers), salary, status and job security

motivators of Herzberg's

job factors that cause employees to be productive and that give them satisfaction -work itself, achievement, recognition, responsibility, growth/advancement

Type J

life time employment consensual decision making collective responsibility slow evaluation and promotion implicit, informal control nonspecialized career paths holistic concern for employees

type Z

long term employment collective decision making individual responsibility slow evaluation and promotion implicit, informal control w/explicit, formalized control moderately specialized career paths holistic concern for employees (includes fam)

extinction

managers try to stop bad behavior by not responding to it, hoping it'll become extinct

process needs:

maslow herzberg 2 factor mcgregor x&y ouchi z theory

Reinforcement Theory

positive and negative reinforces motivate a person to behave in certain ways

type A

short term employment individual decision making individual responsibility rapid evaluation and promotion explicit formalized control specialized career paths segmented concern for employees

-To compete Maslow's hierarchy of needs successfully US firms must create a work environment that includes goals such as

social contribution, honesty, reliability, service, equality, dependability and unity for all levels of employees

Extrinsic Reward

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

Victor Vrooms Expectancy Theory

that the amount of effort employees exert on a specific task depends on their expectations of the outcome ask 3 questions before committing max effort: 1) can I accomplish the task? 2) if I do accomplish, what's my reward? 3) is the reward worth the effort?

Feedback

the amount of direct and clear info given about job performance

Autonomy

the degree of freedom, independence, and discretion in scheduling work and determining procedures

Task significance

the degree to which the job has a substantial impact on the lives or work of others in the company

Task identity

the degree to which the job requires doing a task with visible outcome from beginning to end

Skill variety

the extent to which a job demands different sills

Goal setting 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 -difficult yet attainable, specific, feedback

esteem needs

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

self actualization needs

the need to develop to one's fullest potential

social needs

the need to feel loved, accepted, and part of a group

safety needs

the need to feel secure at work and home

Intrinsic Reward

the personal satisfaction you feel when you perform well and complete goals

Principle of motion economy

theory (developed by Frank and Lillian Gibreth) that every job can be broken down into a series of elementary motions called therblig

-3 elements basic to fredrick taylors approach

time, methods and rules of work -tools: observation and the stop watch

hawthorne effect

to refer to people's tendency to behave differently when they know they are being studied

Engagement

used to describe employees' level of motivation, passion and commitment

Job simplification:

which produces task efficiency by breaking a job into simple steps and assigning people to each

motivating employees across the globe: high-context culture

workers build personal relationships and develop group trust before focusing on tasks (Koreans, Thais, and Saudis)

motivating employees across the globe: low-context culture

workers often view relationship building as a waste of time that diverts attention from the task