business chapter 10

Job enlargement

expanding a worker's assignments to include additional but similar tasks

Benefits and Limitations of Teams

Benefits Reduces turnover and costs, increases production, quality, customer service, job satisfaction

Equity Theory

Based on the premise that people are motivated to obtain and preserve equitable treatment for themselves Equity is the distribution of rewards in direct proportion to each employee's contribution to the organization

Team Cohesiveness

A successful team has: Members who get along and accomplish tasks Ideally 5-12 people Competition with other teams Agreed upon goals

Management by Objectives: Advantages

Actively involves employees Improves communication Employees feel like an important part of the organization Periodic review enhances control

Job Sharing

An arrangement whereby two people share one fulltime position

Morale

An employee's feelings about: His or her job Superiors About the firm itself A high morale equals the job + satisfaction of needs Low morale can lead to shoddy work and absenteeism and high turn over works as the employees leave to seek other jobs

Piece-rate System

Compensation system under which employees are paid a certain amount for each unit of output they produce Compensation system under which employees are paid a certain amount for each unit of output they produce

Theory X and Theory Y

Concepts advanced by Douglas McGregor

The Hawthorne Studies

Conducted by Elton Mayo between 1927 and 1932 Determined the effects of the work environment on employee productivity 1st experiment—Productivity of both groups increased after lighting was varied in the workplace. Tested the effects of lighting levels of productivity 2nd experiment—Workers under a piece-rate system produced at constant rates. Effective of the piece rate system Conclusion: Human factors are at least as important to motivation as pay rates

Management by Objectives: Disadvantages

Doesn't work if the process doesn't begin at the top of the organization Can result in excessive paperwork Some managers assign goals instead of collaborating on creating them Goals should be quantifiable

Goal-Setting Theory

Employees are motivated to achieve goals they and their managers establish together The goal should be: Very specific Moderately difficult One that the employeewill be committed to achieve Rewards should be tied directly to goal achievement

Flextime: Benefits

Employees have a sense of independence and autonomy Employees with enough time to deal with non-work issues are more productive and satisfied

Employee Ownership

Employees own the company they work for by virtue of being stockholders Directly reward employees for success

The Human Relations Movement

Employees who are happy and satisfied are motivated to perform better Management is best served by providing a work environment that maximizes employee satisfaction

Self-Managed Work Team

Employees with the authority and skills to manage themselves

Telecommuting: Disadvantages

Feelings of isolation Putting in longer hours Distractions at home Difficulty monitoring productivity

Stages of Team Development

Forming Storming Informing Performing Adjourning

Employee Empowerment:Benefits

Increased job satisfaction Improved job performance Higher self-esteem Increased commitment

Telecommuting: Advantages

Increased productivity Lower costs Reduced absenteeism Increased work/life balance Access to additional labor pools

Cross-Functional Team

Individuals with varying specialties, expertise, and skills that are brought together to achieve a common task

Problem-Solving Team

Knowledgeable employees brought together to tackle a specific problem

Employee Empowerment

Making employees more involved in their jobs by increasing their participation in decision making Management must be involved to: set expectations communicate standards institute periodic evaluations guarantee follow-up

Key Motivation Techniques

Management by objectives Job enrichment Behavior modification Flextime Part-time work and job sharing Telecommuting Employee empowerment Employee ownership

Employee Empowerment:Obstacles

Management resistance Workers' distrust of management Insufficient training Poor communication

Using Herzberg's Motivation-Hygiene Theory

Managers should make hygiene as positive as possible, but should expect only short-term improvement in motivation Managers must focus on providing those motivation factors that will enhance motivation and long-term effort Limitations: In practice, pay has more effect than Herzberg's theory indicates

Virtual Team

Members who are geographically dispersed but communicate electronically

Team Conflict and How to Resolve It

Middle ground resolution satisfies each party to some extent

Expectancy Theory

Motivation depends on how much we want something and on how likely we think we are to get it Expectancy theory is complex because each action we take is likely to lead to several different outcomes; some we may want, and others we may not want

Management by Objectives (MBO)

Motivation technique in which managers and employees collaborate in setting goals Primary purpose is to clarify the roles employees are expected to play in reaching the organization's goals Increases employee motivation by empowering them with an active role in goal-setting and performance evaluation 5 steps: 1) setting up the MBO program, secure the acceptance of top management 2) top management and other parties must establish preliminary goals to reflect the mission and strategy 3) HEART OF THE MBO which consist of 3 smaller steps the manager explains that he has accepted a certain goals for the organization the manager meets with each employee individually the manager and employee decide what resources are needed 4) manager and employee meet periodically to review each employees progress 5)evaluation

extinction

Not responding to undesirable behavior in order to discourage its occurrence

Part-Time Work

Permanent employment in which individuals work less than a standard work week Disadvantage Often does not provide the benefits that come with a full-time position

Limitations

Reorganizing into teams can be stressful and time consuming with no guarantee it will develop effectively

Flextime: Drawbacks

Supervisor's job is complicated by having employees who come and go at different times Employees without flextime resent co-workers who have it

Flextime

System in which employees set their own work hours within employer-determined limits 2 Bands of time Core time, when all employees must be at work Flexible time, when employees may choose whether to be at work

Behavior Modification

Systematic program of reinforcement to encourage desirable behavior Involves both rewards to encourage desirable actions and punishments to discourage undesirable actions

Roles Within a Team

Task-specialist role Socioemotional role Dual role Nonparticipant role

Advantages Self-Managed Teams

boost employee morale increases productivity aids innovation] reduces employee boredom

Theory Z

The belief that some middle ground between type A and type J practices is best for American business

Motivation

The individual internal process that: Energizes Directs Sustains behavior

Theory X

a concept of employee motivation generally consistent with taylors scientific management; assumes that employees dislike work and will function only in a highly controlled work environment 1) employees dislike work and try avoid it 2) because people dislike work managers must coerce, control and frequently threaten workers to achieve goals 3) people generally must be led because they have little ambition and will not seek responsibility

Theory Y

a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes responsibility and work towards organizational goals, and by doing so they also achieve personal rewards 1) people do not naturally dislike work. in fact work is an important part of all lives 2) people will work towards goals which they are committed 3) people become committed to goals when it is clear that accomplishing goals will bring personal rewards 4) people often seek out and willingly accept responsibility 5) employees have the potential to help accomplish organizational goals 6) organizations generally do not make full use of their human resources

Job Enrichment

a motivation technique that provides employees with more variety and responsibility in their jobs

maslows hierarchy of needs

a sequence of human needs in the order of their importance

Reinforcement Theory

a theory of motivation Based on the premise that rewarded behavior is likely to be repeated, whereas behavior that is punished is less likely to recur

Job redesign

a type of job enrichment in which work is restructured to cultivate the worker-job match

Disadvantages of Self-Managed Teams

additional training cost teams may be disorganized conflicts arise leadership role may be unclear

reinforcement

an action that follows directly form a particular behavior

dual role

combination of the socioemotional and task specialist roles

comparison other of equity theory

compare the input output ratio , to a friend or any one in the organization if the ratio is the same we feel that the organization is treating us fair. if one ratio is higher we feel under rewarded

task- specialist role

concentrating fully on the assigned task

punishment

consequence of undesirable behavior

nonparticipant role

don't contribute

Team

formed when two or more workers operating as a coordinated unit to accomplish a specific task or goal

storming

interaction may be volatile and the team may lack unity

Telecommuting

is working at home all the time or for a portion of the work week Individuals can set their own hours and have more time with their families

motivation factors

job factors that increase motivation, although their absence doesn't necessarily result in dissatisfaction factors include: achievement recognition responsibility advancement growth the work itself

hygiene factors

job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high level of motivation factors include: supervision working conditions interpersonal relationships pay job security company policies and administration

norming

members recognize the roles of others

positive reinforcement

one that strengths desired behavior by providing a reward such as praise or recognition from supervisors for a job well done

adjourning

team is disbanded because project is complete

forming

team members are introduced to each other and begin to develop social dynamic

esteem needs

our need for respect, recognition, and a sense of our own accomplishment and worth exp: personal accomplishments, honors, awards

need

personal requirement

socioemotional role

played by the individual who supports and encourages the emotional needs of the member

Maslow's hierarchy of needs

self- actualization of needs esteem needs social needs safety needs physiological needs

negative reinforcement

strengths desired behavior by eliminating an undesirable task our situation

performing

team achieves its full potential, finally focusing on the task

Scientific management

the application of scientific principles to management of work and workers Frederick W. Taylor Observed that workers "soldiered" because they feared losing their jobs if there was no work Led to development of scientific management Ideas also lead to the piece-rate system Determine the job output to expect Choose and train the best person for each job Cooperate with workers

social needs

the human requirements for love and affection and a sense of belonging

motivation-hygiene theory

the idea that satisfaction and dissatisfaction are separate and distinct dimensions

self-actualization needs

the need to grow and develop and to become all that we are capable of being exp: employees help to pay for further education, learning a new skill

outcomes of equity theory

the rewards we get from the organization, such as pay, benefits recognition promotions

safety needs

the things we require for physical and emotional security exp: health insurance, safe working conditions

physiological needs

the things we require for survival

inputs of equity theory

time effort skill education experience