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