Intro to Business, Ch. 10

Maslow's Hierarchy of Needs (10-3)

Physiological needs: Basic survival needs, such as the need for food, water, and shelter. Safety needs: The need to feel secure at work and at home. Social needs: The need to feel loved, accepted, and part of the group. Esteem needs: The need for recognition and acknowledgment from others, as well as self-respect and a sense of status or importance. Self-actualization needs: The need to develop to one's fullest potential.

job enlargement

combines a series of tasks into one challenging and interesting assignment

Expectancy Theory

employee expectations can affect motivation. That is, the amount of effort employees exert on a specific task depends on their expectations of the outcome

job rotation

makes work more interesting and motivating by moving employees from one job to another.

job enrichment (10-7)

a strategy that motivates workers through the job itself

five characteristics to job enrichment

-Skill variety. The extent to which a job demands different skills. -Task identity. The degree to which the job requires doing a task with a visible outcome from beginning to end. -Task significance. The degree to which the job has a substantial impact on the lives or work of others in the company. -Autonomy. The degree of freedom, independence, and discretion in scheduling work and determining procedures. -Feedback. The amount of direct and clear information given about job performance.

time-motion studies

Believing different materials called for different shovels, he proceeded to invent a wide variety of sizes and shapes of shovels and, stopwatch in hand, measured output over time

extrinsic rewards

given to you by someone else as recognition for good work

Motivators (Herzberg)

made employees productive and gave them satisfaction. These factors, as you have seen, mostly related to job content.

Reinforcement Theory

positive reinforcers, negative reinforcers, and punishers motivate a person to behave in certain ways. In other words, motivation is the result of the carrot-and-stick approach: individuals act to receive rewards and avoid punishment.

Hawthorne effect (10-2)

refer to people's tendency to behave differently when they know they're being studied

Goal Setting Theory (10-6)

says setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted and accompanied by feedback, and if conditions in the organization pave the way for achievement

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 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 (10-5)

-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.

Herzberg's Motivating Factors (10-4)

1. Sense of achievement 2. Earned recognition 3. Interest in the work itself 4. Opportunity for growth 5. Opportunity for advancement 6. Importance of responsibility 7. Peer and group relationships 8. Pay 9. Supervisor's fairness 10. Company policies and rules 11. Status 12. Job security 13. Supervisor's friendliness 14. Working conditions

Management by Objectives (MBO)

Drucker's system of goal setting and implementation includes a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. It calls on managers to formulate goals in cooperation with everyone in the organization, to commit employees to those goals, and to monitor results and reward accomplishment.

Equity Theory

the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions

intrinsic rewards (10-1)

the personal satisfaction you feel when you perform well and complete goals. The belief that your work makes a significant contribution to the organization or to society is a form of intrinsic reward.

Scientific Management

to scientifically study the most efficient ways to do things, determine the one "best way" to perform each task, and then teach people those methods. Three elements were basic to Taylor's approach: time, methods, and rules of work.

The Principles of Scientific Management

written by U.S. efficiency engineer Frederick Taylor and published in 1911, earning Taylor the title "father of scientific management."