Chapter 10
Managment by Objectives
Managers cannot motivate people; they can only thwart people's motivation because people motivate themselves
Goal Setting Theory
Setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions.
time and 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.
According to Ouchi's Theory Z, what type of management is achievement oriented
Type A
job enlargement
a form of job enrichment that involves combining tasks into one challenging and interesting assignment
Vroom's expectancy theory states that the
amount of effort an employee exerts on a specific task depends on expectations of the outcome
physiological needs
basic survival needs, such as the need for food, water, and shelter
extrinsic rewards
benefits and/or recognition received from someone else
engaged
describes employees level of motivation, passion, and commitment
When using MBO, a manager must
develop commitment to goals formulate goals cooperatively with employees
Needs that have been satisfied
do not provide motivation
Expectancy Theory
employee expectations can affect motivation
Vroom's motivation theory states that the amount of effort that employees exert on specific tasks is based on their ______ of the outcome
expectations
hygiene factors
factors that eliminate job dissatisfaction but don't motivate
empowerment
giving employees the authority to correct a problem without first checking with management
to which part of the theories of job enrichment most closely related?
herzberg's higher-level motivators
management by objectives is most effective in stable situations that allow managers to make ______-__________ plans with few changes
long-range
motivators
made employees productive and gave them satisfaction
Job rotation
makes work more interesting and motivating by moving employees from one job to another
A system of goal setting and implementation designed by Peter Drucker is called
management by objectives
when asked in a survey their reason for changing jobs
participants listed lack of appreciation
people are motivated to
satisfy unmet needs
principle of motion economy
showing how every job could be broken into a series of elementary motions called a therblig
Scientific Management
the application of scientific principles to increase efficiency in the workplace
social needs
the need for love, companionship, and friendship- the desire for acceptance by others
esteem needs
the need for recognition and acknowledgement from others, as well as self-respect and a sense of status or importance
self-actualization needs
the need to develop to ones fullest potential
safety 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
three elements to taylors approach
time, methods, and rules of work
Hawthorne effect
to refer to peoples tendency to behave differently when they know they are being studied
The Principles of Scientific Management
written by engineer Frederick Taylor- earned him the title of father of scientific management
Theory Y
-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 will 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).
Theory X management
-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
managers can work to improve perceptions of equity by:
1. Clarifying expected outcomes from goals that are achieved 2. Clarifying the results they expect from an employee 3. Communicating as clearly as possible
job enrichment
A motivational strategy that emphasizes motivating the worker through the job itself.
first question employees ask themselves based on expectancy theory
Can I accomplish the task?
hierarchy of needs
Maslow's pyramid of human needs, beginning at the base with physiological needs that must first be satisfied before higher-level safety needs and then psychological needs become active