Chapter 9

Frederick Taylor

father of The Principles of Scientific Management. goal was to increase worker productivity to benefit both the firm and the worker. gilbreth and gantt worked with him

high context culture

A culture that focuses on building personal relationships and trust before focusing on tasks

Herzberg

A theorist who looked at the factors that affect people's motivation to work. He identified a two-factor theory that suggested that motivation depends on two causes or factors. took a new direction and asked workers to rank a list of job related factors in order of what motivated them most top 5 factors create motivation: sense of achievement earned recognition interest in the work itself opportunity for growth opportunity for advancement dissatisfaction but not motivating friendly supervisors pay job security enrichment: job enlargement, rotation

Frank and Lillian Gilbreth

Developed the principle of motion economy, showing how every job could be broken down into a series of motions called a therblig. They then analyzed each motion to make it more efficient

Baby Boomers (1946-1964)

Experienced great economic prosperity, job security, optimism about their future reward for following rules

abraham maslow and frederick herzberg believed:

Job enrichment theory is based on the higher level motivators

Type A Ouchi management approach

Relied on short term employment, individual decision making, individual responsibility for the outcomes of decisions, rapid evaluation and promotion, explicit control mechanisms, specialized career paths, and segmented concern for employees american-focused on individual rights and achievements rapid promotion individual decision making

extrinsic rewards

Something given to you by someone else in recognition of good work recognition and praise pay raises promotions

time-motion study

Studies of the tasks performed in a job and the time needed for each ex Measuring the time and amount produced by different methods and tools when shoveling coal

Gilbreths' theory/principle of motion economy

The idea that every job could be broken down into a series of elementary motions and analyzed to make it more efficient

organizational culture

The values that are shared throughout the firm and the way the workplace feels to the employees

Expectancy Theory

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome based on the premise that the amount of effort employees exert on a specific task depends on their expectations of the outcome.

low context culture

a culture in which people are expected to be direct and to say what they mean. data

Type J firms

based on culture of Japan includes focus on trust and intimacy within the group and family

Drucker's Goal-Setting Theory (MBO-management by objectives)

based on the premise that employees are motivated when they are clear about the goals they are working toward. More importantly, they are more likely to engage to attain these goals if they collaborate with management in planning. works best in stable situations The idea that setting ambitious, but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback and facilitated by organizational conditions is at the heart of this theory A system of goal setting and implementation developed MBO because: managers can only thwart employee motivation, not motivate an employee employees need to motivate themselves responsibilities of a manager in implementing this: formulate goals in cooperation with everyone in the organization to commit employees to those goals monitor results reward accomplishment DoD uses this method PURPOSE: To monitor the results of implementing goals To motivate all levels of the organization through goal setting and implementation To reward the accomplishment of organization goals

Hawthorne Studies

consulting employees during the decision making process and using their ideas Worker involvement in managerial decisions. Social group membership and informality. Management respect and interaction. not motivated by hygiene factors

maslow's theory

hierarchy of needs. once needs are met, they no longer motivate

Reinforcement Theory

individuals act to receive rewards and avoid punishment. A manager may attempt to surface good behaviors through rewards and extinguish poor behaviors through punishment.

mcgregor's theory X and Y

managers motivate workers based on their assumptions about workers' attitudes toward work Pessimistic (X) People must be controlled and forced to work. People prefer to avoid work. People are motivated to avoid punishment. optimistic (Y) views of human nature; humans can be motivated by many things including money; social environment helps to motivate employees; assumes that positive attitudes improve performance

Gen Xers

prefer to seek economic security by changing jobs to create career security results are more important than hours spent in the workplace there is more to life than work flexibility and consensus building work well gen x managers are very able to provide employees with feedback because they want more of it themselves.

millenials

reward for changing rules

scientific management

scientifically study the most efficient way to do things, determine the single best way to perform each task, and then teach people those methods. three elements: time, methods, and rules of work. most important tools: observation and stopwatch became dominant strategy for improving productivity in 1900s

intrinsic rewards

the personal satisfaction and enjoyment felt after attaining a goal

Gannt Chart

used by managers to plot the work of employees.

equity theory

zeros in on how employees' perceptions of fairness affect their willingness to perform.