Business - Chapter 10
"The Principles of Scientific Management" was written by ___________ _________.
Frederick Taylor
The ______________ ___________ gave birth to the human-based management movement since it identified that worker's feelings and attitudes affect their work.
Hawthorne Effect
The tendency for people to behave differently when they know they are being studied
Hawthorne Effect
The personal satisfaction you feel when you perform well and complete goals.
Intrinsic Reward -The belief that your work makes a significant contribution to the organization or to society is a form of intrinsic reward
A motivational strategy that emphasizes motivating the worker through the job itself.
Job Enrichment -Work is assigned so that individuals can complete an identifiable task from beginning to end and are held responsible for successful achievement.
Which element in the work environment was found to be dissatisfying when not present, but when present did not serve as a motivator for workers?
Job Security
Creating an upbeat, relaxed company culture helps small businesses __________________ their workers instead of using monetary incentives
Motivate
Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions
Principle of Motion Theory -These motions were called therblig
Employee involvement and group membership were two of the reasons employees gave as the reason for increased ___________________ during the Hawthorne studies:
Productivity
More info about Theory Y
Rather than authority, direction and close supervision, Theory Y managers emphasize a relaxed managerial atmosphere in which workers are free to set objectives, be creative, be flexible, and go beyond the goals set by managers -A key part of this theory is empowering employees
Studies of the tasks performed in a job and the __________ needed for each is time-motion study
Time
Studies, begun by Fredrick Taylor, of which tasks must be performed to complete a job and the time needed to do each task
Time-Motion Studies
Management by Objectives (MBO) is most effective in....
Relatively stable situations when managers can make long-range plans and implement with few changes.
When implementing management by objectives it is a manager's responsibility to involve everyone, commit employees to the goals, monitor progress and ________________ accomplishments
Reward
The need to feel secure at work and at home
Safety Needs
Taylor's method of studying workers to find the most efficient ways of doing things and then teaching people those techniques is called ________ _________.
Scientific Management
Something given to you by someone else as recognition for good work; include pay increase, praise and promotion
Extrinsic Reward
Give examples of Hygiene factors -These factors can cause dissatisfaction, but changing them would have little motivational effect
-Company policy and administration -Supervision -Working conditions -Interpersonal relations (co-workers) -Salary, status, and job security
5 steps to improve employee performance?
-Determine what rewards employees value -Determine each employee's desired performance standard -Ensure that performance standards are attainable -Guarantee rewards tied to performance -Be certain that employees consider the rewards adequate
Unlike scientific management, the Hawthorne studies found that employee productivity was more affected by:
-Feeling respected -Participating in decision making
Ouchi's Theory Z
-Long-term employment -Collective decision making -Individual responsibility for the outcomes of decisions -Slow evaluation and promotion -Moderately specialized career paths -Holistic concern for employees
List all of Maslow's Hierarchy of Needs
-Physiological Needs -Safety Needs -Social Needs -Esteem Needs -Self - Actualization
Ouchi Type A:
-Short-term employment -Individual decision making -Individual responsibility for the outcomes of decisions -Rapid evaluation and promotion -Explicit control mechanisms -Specialized career paths -Segmented concern for employees
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
Give examples of motivators
-Work itself -Achievement -Recognition -Responsibility -Growth and advancement
More info on Theory X
A manager who is very busy and watches people closely, telling them what to do and how to do it. Motivation is more likely to take the form of punishment for bad work than reward for good work. Theory X gives their employees little responsibility, authority, or flexibility.
An extrinsic reward is: A.) given to you by someone else B.) Has the same result as an intrinsic reward C.) The satisfaction you feel on achieving a personal goal D.) An internal sense of accomplishment
A.) Given to you by someone else
Which is not an element of scientific management? A.) Human factors B.) Rules of work C.) Method D.) Time
A.) Human factors
Feeling personal satisfaction because you perform well is which type of reward? A.) Intrinsic Reward B.) Extrinsic Reward
A.) Intrinsic Reward
Grew up in prosperity, parents had secure jobs, optimistic about the future
Baby Boomer
According to Ouchi's theory, which of these elements are included in Type A management? A.) Consensual decision making B.) Slow evaluation and promotion C.) Individual decision making D.) Rapid promotion
C.) Individual decision making D.) Rapid Promotion
According to Herzberg, which of the following motivates workers instead of being a hygiene factor? A.) Job security B.) Salary C.) Interpersonal relationships D.) Interesting work
D.) Interesting work
An assumption made by a Theory X manager about people is: A.) People enjoy work B.) Most people are creative C.) People enjoy responsibility D.) The primary motivation is fear
D.) The primary motivator is fear
Who came up with theory X and Y?
Douglas McGregor
The "father" of scientific management is ______________
Fredrick Taylor
Grew up with both parents working, seeks work-life balance, values career security
Generation X
Grew up with indulgent parents, technologically savvy, values frequent positive feedback
Generation Y (Millennial)
_______________ - ____________ theory, the basis for Management by Objectives developed by Peter Drucker in the 1960's, proposes that setting ambitious goals can motivate workers and improve performance
Goal-Setting
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.
Goal-Setting Theory
The ____________ studies were inspired by the research of Frederick Taylor
Hawthorne
In Herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.
Hygiene Factors (Maintenance Factors)
Abraham Maslow's beliefs towards human needs:
It seemed to him that motivation arises from need. -People are motivated to satisfy unmet needs -Needs that have already been satisfied no longer provide motivation
A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment.
Job Enlargement
Combining tasks into one challenging and interesting assignment for a worker is called:
Job Enlargement
Moving a worker from one job to another to increase variety and motivation is.....
Job Rotation
According to Herzberg, another name for hygiene factor is:
Maintenance Factors
Peter Drucker's 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.
Management by Objectives -Calls on managers to formulate goals in cooperation with everyone in the organization, to commit to employees to those goals, and to monitor results and reward accomplishment
When one need is satisfied, another, higher level need emerges and motivates us to satisfy it. The satisfied need is no longer a motivator
Maslow's Hierarchy of Needs
Scientific management theory focuses on making work activities more efficient, whereas the Hawthorne studies focus on worker ______________.
Motivation
Herzberg studied the relationship between:
Motivation and job-related factors
In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction
Motivators
More people leave their jobs for:
Opportunities to advance their careers
Basic survival needs, such as the need for food, water, and shelter
Physiological Needs
The need to develop one's fullest potential
Self-Actualization Needs
The need to feel loved, accepted, and part of the group
Social Needs
Increased worker productivity during the first Hawthorne studies determined that ________________ and ______________ factors affected productivity
Social and Psychological
Motivation moves people......
To action
Theory Z
Views the organization as a family that fosters cooperation and organizational values
Viewing employees as people who hate to work is considered the view point of a Theory ___ manager.
X
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 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 recognized -People are motivated by a variety of rewards. Each worker is stimulated by a reward unique to him of her (time off, money, recognition)
Vroom contends that employees ask three questions before committing their maximum effort to a task:
1. Can I accomplish this task? 2. If I do accomplish it, what's my reward? 3. Is the reward worth the effort?
Those who advocate job enrichment believe that five characteristics of work are important in motivation and performance.
1. Skill Variety - The extent to which a job demands different skills 2. Task Identity - The degree to which the job requires doing a task with a visible outcome from beginning to end 3. Task Significance - The degree to which the job has a substantial impact on the lives or work for 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 information given about job performance
Managers should try to avoid problems about ____________ by ensuring that rewards are distributed on the basis of performance and that all employees clearly understand the basis for their pay and benefits.
Equity
The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions
Equity Theory "If I do a good job, will it be worth it?" and "What's fair?" -Employees try to maintain equity between what they put into a job and what they get out.
The need for recognition and acknowledgement from others, as well as self-respect and a sense of status or importance
Esteem Needs
_______________ theory states that an individual will not put forth effort without first evaluating their ability to perform the task and the value they place on the reward.
Expectancy
Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome.
Expectancy Theory
Studying workers to find the most efficient ways of doing things and then teaching people those techniques
Scientific Management -Three elements were basic to Taylor's approach: time, methods, and rules of work. -His most important tools were observation and the stopwatch
Feedback
The amount of direct and clear information given about job performance
Herzberg's motivating factors led to this conclusion:
The best way to motivate employees is to make their jobs interesting, help them achieve their objectives, and recognize their achievement through advancement and added responsibility
Autonomy
The degree of freedom or 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 from beginning to end
Skill Variety
The extent to which the job demands different skills