Engineering Management 2 (Lecture 9)

What is meant by Recognition?

Recognition: a "pat on the back" in public or in private can work wonders (depending on the individual). Make sure that all of a successful team are recognised, not just the leader(s).

What is meant by responsibility?

Responsibility: some (not all) people thrive when given greater responsibility as long as they have sufficient support.

Theory X Assumptions

1. People do not like work and try to avoid it. 2. People do not like work, so managers have to control, direct, coerce, and threaten employees to get them to work toward organizational goals. 3. People prefer to be directed, to avoid responsibility, and to want security; they have little ambition. The "Theory X" style of management assumes that workers: • Dislike their work. • Avoid responsibility and need constant direction. • Have to be controlled, forced and threatened to deliver work. • Need to be supervised at every step. • Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals. According to McGregor, organizations with a Theory X approach tend to have several tiers of managers and supervisors to oversee and direct workers. Authority is rarely delegated, and control remains firmly centralized. Managers are more authoritarian and actively intervene to get things done.

What are Motivators?

Motivators provide longer lasting satisfaction. factors that increase job satisfaction and motivation

Theory Y Assumptions

1. People do not naturally dislike work; work is a natural part of their lives. 2. People are internally motivated to reach objectives to which they are committed. 3. People are committed to goals to the degree that they receive personal rewards when they reach their objectives. 4. People will both seek and accept responsibility under favorable conditions. 5. People have the capacity to be innovative in solving organizational problems. 6. People are bright, but under most organizational conditions their potential is underutilized. Theory Y style of management assumes that workers are: • Happy to work on their own initiative. • More involved in decision making. • Self-motivated to complete their tasks. • Enjoy taking ownership of their work. • Seek and accept responsibility, and need little direction. • View work as fulfilling and challenging. • Solve problems creatively and imaginatively. Theory Y has become more popular among organizations. This reflects workers' increasing desire for more meaningful careers that provide them with more than just money. It's also viewed by McGregor as superior to Theory X, which, he says, reduces workers to "cogs in a machine," and likely demotivates people in the long term.

What is meant by Achievement?

Achievement: is often its own reward, but a leader needs to communicate success at team and at individual levels.

What are hygiene factors?

Hygiene factors cause dissatisfaction if they are missing or not attended to. They don't really motivate or inspire people. Things that affect the Job Content, such as working condition, salary, policies, rules, and co-workers. DOES NOT motivate you.

What is meant by Job interest?

Job interest: usually means variety rather than repetition. Less effective leaders insist that some jobs are simply boring.

What is Theory X?

Theory X assumes the average person dislikes work and will avoid it if possible. Therefore, people must be forced, controlled, and threatened with punishment to accomplish organizational goals. If you believe that your team members dislike their work and have little motivation, then, according to McGregor, you'll likely use an authoritarian style of management. This approach is very "handson" and usually involves micromanaging people's work to ensure that it gets done properly. Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks. Work in organizations that are managed like this can be repetitive, and people are often motivated with a "carrot and stick" approach. Performance appraisals and remuneration are usually based on tangible results, such as sales figures or product output, and are used to control staff and "keep tabs" on them

What is Theory Y?

Theory Y assumes people like working and will accept responsibility for achieving goals if rewarded for doing so. On the other hand, if you believe that your people take pride in their work and see it as a challenge , then you'll more likely adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves Theory Y managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative , trust-based relationship between managers and their team members. People have greater responsibility, and managers encourage them to develop their skills and suggest improvements. Appraisals are regular but, unlike in Theory X organizations, they are used to encourage open communication rather than control staff. Theory Y organizations also give employees frequent opportunities for promotion.

Assumptions of Theory Z?

Theory Z style of management assumes that workers: • Want to build happy and intimate working relationships. • Are disciplined and hard-working. • Highly value culture, tradition, the family and social institutions. • Want to be involved in decision making. • Are knowledgeable about the company. • Have a high need to be supported by the company. Promotions tend to be slower in this type of setting, as workers are given a much longer opportunity to receive training and more time to learn the ins and outs of the company's operations. The desire, under this theory, is to develop a work force, which has more of a loyalty towards staying with the company for an entire career, and be more permanent than in other types of settings. It is expected that once an employee does rise to a position of high level management, they will know a great deal more about the company and how it operates, and will be able to use Theory Z management theories effectively on new employees.

What is Theory Z?

Theory Z was developed by Dr. William (Bill) Ouchi in the 1980s. This socalled "Japanese Management Style" focussed on increasing employee loyalty to a company with a strong focus on the well-being of the employee. "This is a managing style that focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making." William Ouchi based Theory Z on Japanese management styles and stresses long-term employment; collective decision making; individual responsibility; slow evaluation and promotion; implicit, informal control with explicit, formalized control; moderately specialized career paths; and a holistic concern for employees (including family).

Examples of Motivators?

• Achievement • Responsibility • Recognition • Job interest work itself, achievement, recognition, responsibility, growth and advancement

Examples of hygiene factors?

• Company policy • Salary • Job security • Status • Personal life • Working conditions Company policy and administration, supervision, working conditions, interpersonal relations, salary, status, and job security.

What are the 3 types of management?

• Task management style - the leader initiates, organizes, and/or defines work activities and processes. • Interpersonal style - the leader builds morale, relationships, satisfaction, and commitment in the organization • Group decision making style - the leader encourages a participative, democratic approach