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