chapter 10 test

what kind of work environment must us firms create to compete successfully

To compete successfully, U.S. firms must create a work environment that includes goals such as social contribution, honesty, reliability, service, quality, dependability, and unity for all levels of employees.

how do people behave when they perceive an inequity

When workers perceive an inequity, they will try to reestablish fairness. They reduce effort or rationalize differences, for example. Or, if you believe you have benefited from the inequity, you may increase your effort to justify the higher reward or rationalize by saying "I'm worth it!"

goals can motivate workers and improve performance if the goals are

a accepted b accompanied by feedback c facilitated by organizational conditions.

Sometimes workers will be inspired by the offer of

a small equity stake or stock options in the company.

peter drucker developed

a system in the 1960 he called in management by objectives

millennials were raised

by indulgent parents and most dont remember a time without cell phones computers and electronic entertainment.

rather than focusing on job security gen xers tend to focus on

career security instead and are willing to change jobs to find it

gen xers and millennials expect

changes

henry gantt developed

charts which managers use to plot the work of employees a day in advance down to the smallest detail.

The best remedy is

clear and frequent communication.

Create an organizational culture that rewards listening by

creating places for employees to talk, and by providing feedback, adopting employee suggestions and rewarding upward communication.

some companies continue to emphasize conformity to work rules rather than

creativity flexibility and responsiveness.

happy workers usually lead to happy

customers and happy costumers lead to successful businesses

what are the names of the two researchers who modified vrooms theory and suggested that managers follow five steps to improve employee performance

david nadler and edward lawler

Needs that have been satisfied

do not provide motivation

managers cannot motivate people

they can only thwart peoples motivation because people motivate themselves

Workers are going to feel rewards are inequitable when

they overestimate their own contributions, as happens often. So they will feel that any rewards given out for performance are inequitable.

what three elements were basic to scientific management

time methos rules of work

taylor measured worker output by conducting

time and motion studies

what was taylors goal

to increase worker productivity to benefit both the firm and the work

what did taylor think was the solution to his goal

to scientifically study the most efficient ways to do things determine the one best way to perform each tasks and then teach people those methods

the japanese approach Ouchi called

type j

the principles of scientific management was written by

u.s. efficiency engineer Frederick Taylor and published in 1911

name a company that continue to emphasize conformity to work rules rather than creativity flexibility and responsiveness.

ups

gen x employees need to

use their enthusiasm for change and streamlining to their advantage

Ask employees what is important to them by

using "stay interviews".

who created the expectancy theory

victor vroom

psychologist Abraham maslow believed that to understand motivation at work

we must understand human motivation in general

Helping means

working with the subordinate and doing part of the work if necessary.

Hygiene factors are:

a. Company policy and administration b. Supervision c. Working conditions d. Interpersonal relations e. Salary

The five need levels on Maslow's Hierarchy of needs are:

a. Physiological b. Safety c. Social d. Esteem e. Self-actualization

The four things a manager does in an MBO program are:

a. Set goals in cooperation with everyone in the organization b. Commit employees to the goals c. Monitor results d. Reward accomplishments

identify the assumptions of a theory x manager

a. The average person dislikes work and will avoid it if possible. b. The average person must be forced, controlled, directed or threatened with punishment to make them work. c. The average worker prefers to be directed, wants to avoid responsibility, has little ambition and wants security. d.Primary motivators are money and fear.

Herzberg's motivators are:

a. The work itself b. Achievement c. Recognition d. Responsibility e. Growth and advancement

what are two entirely different sets of managerial assumptions that douglas mcgregor observed

Theory x and theory Y

in july 2010 unemployment rate was

15.3 for ages 20-24

baby boomer born between

1946-1964

generation x born between

1965-1980

generation y born between

1980-200

a gallup survey estimated that the lower productivity of actively disengaged workers costs the us economy about

300 billion a year

in 21011 only __ of employees surveyed said that they felt a very strong loyalty to their employer down from __ percent in just three years

47 59

in july 2010 the overall unemployment rate was

9.5

how do theory y managers attitudes affect behavior toward employees

A Theory Y manager will emphasize a relaxed atmosphere, in which workers are free to set objectives, be creative, be flexible, and go beyond the goals set by management. A key factor in this environment is empowerment.

who was one of the best known motivation theorist

Abraham maslow

what are the natural consequences of a theory x managers attitudes

As a result of his or her attitudes, a Theory X manager will watch people closely, telling them what to do and how to do it. Motivation will take the form of punishment for bad work, rather than reward for good work. Workers are given little responsibility, authority, or flexibility.

how will generational difference between baby boomer and generation X affect motivation

Baby boomer managers will need to learn to be flexible with their Generation X employees, or risk losing them. Generation X employees will need to use their enthusiasm for change and streamlining to their advantage.

why is it important to have engaged workers

Engaged or motivated employees work with passion and feel a connection to their company. Workers who are "disengaged" have "checked out."

what are the basic principles of equity theory

Equity theory has to do with perceptions of fairness and how those perceptions affect employees' willingness to perform. The basic principle is that workers try to maintain equity between inputs and outputs compared to people in similar positions.

what is meant by the term extinction in reinforcement theory

Extinction is what happens when a manager tries to stop undesirable behavior by not responding to it. The hope is that the unwanted behavior will eventually become extinct.

what contribution did frank and lillian gilbreth make to the field of scientific management

Frank and Lillian Gilbreth used Taylor's ideas to develop the principle of motion economy, which showed that every job could be broken down into a series of elementary motions called a therblig.

who is known as the father of scientific management

Frederick Taylor

what electronics giant was the first major Japanese company to quit requiring corporate calisthenics

Hitachi

describe the difference between a high context culture and a low context culture

In a "high-context" culture, workers build personal relationships, and develop group trust before focusing on tasks. In a "low-context" culture workers often view relationship building as a waste of time that diverts attention from the task.

many of the worlds workers struggle to meet what kinds of needs

In many parts of the world, workers struggle to meet the basic needs, such as the physiological and safety needs.

what are the basic principles of equity theory based on

It is based on the perceptions of fairness and how those perceptions affect employees' willingness to perform.

discuss the difference between job enlargement and job rotation

Job enlargement combines a series of tasks into one assignment that is more challenging, interesting, and motivating. Job rotation also makes work more interesting, but does so by moving employees from one job to another.

how can manager re-invent work

Re-inventing work means companies must focus on respecting workers, providing interesting work, rewarding good work, developing workers' skills, allowing autonomy ,decentralizing authority and rewarding good work.

to what does the term hawthorne effect refer

The Hawthorne Effect refers to the tendency of people to behave differently when they know they're being studied.

The characteristics of work important in affecting individual motivation and performance are: feedback

The amount of direct and clear information that is received about job performance

basic principles of equity theory The basic principle is

The basic principle is that workers try to maintain equity between inputs and outputs compared to people in similar positions.

The characteristics of work important in affecting individual motivation and performance are: autonomy

The degree of freedom, independence, and discretion in scheduling work and determining procedures.

how are the ideas of scientific management being used today

Today, some of Taylor's ideas are still being implemented. Some companies still place more emphasis on conformity to work rules than on creativity, flexibility, and responsiveness. UPS is a modern example of Scientific Management at work today.

LETTING PEOPLE KNOW YOU APPRECIATE THEIR WORK IS

USUALLY MORE POWERFUL THAN GIVING A raise OR BONUS ALONE

Procedures for encouraging open communication include:

a. Create an organizational culture that rewards listening b.Train supervisors and managers to listen c.Use effective questioning techniques. d. Remove barriers to open communication e.Avoid vague and ambiguous communication f. Make it easy to communicate g. Ask employees what is important to them

To improve employee performance, managers should:

a. Determine what rewards are valued by employees b. Determine the employee's desired performance standard c. Ensure performance standards are attainable d. Guarantee rewards are tied to performance e. Be certain rewards are considered adequate

describe three conclusions drawn form the Hawthorne experiments

a. People in work groups think of themselves as a social group. b.Involving employees in decision-making motivates them. c. Job satisfaction increases with a friendly atmosphere and additional compensation.

Many companies have raised employees' spirits without raising paychecks by offering

family trips to theme parks for a day, various kinds of perks, days off to work for charities, and various kinds of employee recognition programs.

boomer managers need to be

flexible with their gen x and millennial employees or they will lose them

Problems arise when management uses MBO as a strategy for

forcing managers and workers to commit to goals that are not mutually agreed upon, but are instead set by top management.

there should be a system to engage everyone in the organization in

goal setting and implementation

According to Herzberg, the absence of

good pay, job security, and friendly supervisors could cause dissatisfaction, but their presence did not motivate.

When one need is satisfied another

higher level need emerges, and a person will attempt to satisfy that need.

unemployment for 18-29 was the

highest its been in more than three decades

taylors scientific management became the dominant strategy for

improving productivity in the early 1900s

gen xers were raised

in dual career families with parents who focused on work as children they attended day care or became latchkey keids their parents layoffs added to their insecurity about a lifelong job

boomers were raised

in families that experienced unprecedented economic prosperity, secure jobs, and optimism sbout the future

the main constant in the lives on gen xers and millennials is

inconstancy

83 percent of people said they left their job for

increased responsibilities and or a more senior role

money was found to be a relatively

ineffective motivator according mayo findings

the belief that your work makes a significant contribution to the organization or to society is a form of

intrinsic reward

what is one reason many us companies choose a more flexible managerial style

is to meet competition from firms in Japan, China, and the European Union

Herzberg's motivators had to do with

job content, and caused employees to be productive and gave them satisfaction.

factors that motivated workers clustered around

job content.

Hygiene factors (or maintenance factors) had to do with

job environment, and could cause dissatisfaction if missing, but would not motivate employees if these factors were increased.

Organizations try to deal with this by

keeping salaries secret, but that can make things worse.

theory x managers give workers

little responsibility authority or flexibility

what are the soft costs of losing employees

loss of intellectual capital decreased morale of remaining workers, increased employees stress, decreased customer service, interrupted product development and poor reputation

scientific management viewed people largely as

machines that needed to be programmed. There was little concern for psychological or human aspects of work.

Herzberg's motivating factors led to the conclusion that the best way to motivate employees is to

make the job interesting, help them to achieve their objectives, and recognize that achievement through advancement and added responsibility.

maangement theorist douglas mcgregor observed that

managers attitudes generally fall into one of two entirely different sets of managerial assumptions

an appropriate managerial style

matches the culture, situation, and specific needs of the organization and its employees

japanese now need to become both

more dynamic and more efficient in order to compete effectively

what is the key function of managers

motivating the right people t join the organization and stay with it

Different cultures and members of different generations experience

motivational approaches differently.

one thing in business is likely to remian constant

much motivation will come from the job itself rather than from external punishments or rewards

Mayo's findings led to

new assumptions about employees, and found that money was a relatively ineffective motivator. That change led to many theories about the human side of management.

can mangers use only one motivational formula for all employees

no

Herzberg also noted that factors having to do with job environment were

not considered motivators by workers. This includes pay, which workers feel gives them a sense of satisfaction, but does not motivate.

Taylors most important tools were

observation and the stopwatch

According to the text, the appropriate management style is

one that fits the culture, the situation, and the specific needs of the organization.

Make it easy to communicate with

open facilities, and organizational activities which allow employees at all levels to mix.

employees are likely to

overestimate the salaries of other in addition to overestimating their own contribution

Equity judgments are based on

perceptions.

what are some things companies can do to celebrate and reward work well done and improve employees spirits

provide advancement opportunities, and recognize positive actions to help employees fee valued.

people are motivated by a variety of things such as

recognition, accomplishment, and status

Negative reinforcement includes

reprimands, reduced pay, layoff or firing.

gen x managers tend to focus more on

results than on hours in the workplace

Positive reinforcements are

rewards such as praise, recognition, or a pay raise.

one study inspired by taylors research began at the western electric company Hawthorne plant in Cicero Illinois in 1927 and ended

six years later.

The characteristics of work important in affecting individual motivation and performance are:

skill variety task identity task significance autonomy feedback

In a job enrichment strategy, work is assigned

so individuals can complete an identifiable task from beginning to end. They are held responsible for successful completion of the task

in the end mayo guessed that

some human or psychological factor was at play

Empowerment gives employees

the ability to make decisions and the tools to implement the decisions they make.

In the words of reinforcement theory, motivation is the result of

the carrot-and-stick approach, reward and punishment. Individuals act to receive rewards and avoid punishment.

Elton Mayo and his colleagues wanted to test

the degree of lighting associated with optimum productivity, a traditional scientific management study.

Motivating workers is made more complicated by

the increase in global business and the fact that managers now work with employees from many different cultures and from different generations.

In business it is likely that motivation will come from

the job itself rather than from external punishments or rewards.

Maslow's Hierarchy of needs Esteem

the need for recognition and acknowledgement from others, self respect and sense of status or importance

Maslow's Hierarchy of needs Self-actualization

the need to develop one's fullest potential

Maslow's Hierarchy of needs Social

the need to feel loved, accepted and part of a group

Maslow's Hierarchy of needs Safety

the need to feel secure at work and at home

Avoid vague and ambiguous communication, such

the passive voice, and terms like "possibly" and "perhaps".

what is the best asset of gen x managers

their ability to give employees feedback especially positive feedback

what is job simplification

Job simplification produces task efficiency by breaking down a job into simple steps and assigning people to each of those steps.

what makes motivating workers today complicated

Managers will have to get to know each worker personally and tailor the motivational effort to the individual. This is true because different employees respond to different managerial and motivational styles.

according to maslow what happens when a need is satisfied

Maslow believed that people are motivated to satisfy unmet needs.

After the Hawthorne Experiments, the emphasis of research shifted away from Taylor's scientific management to

Mayos new human-based management.

what is meant by the term engagement in terms of workers motivation

The term engagement is used to describe employees' level of motivation, passion and commitment.

The characteristics of work important in affecting individual motivation and performance are: task significance

The degree to which the job has a substantial impact on the lives or work of others in the company

The characteristics of work important in affecting individual motivation and performance are: task identity

The degree to which the job requires doing a task with a visible outcome from beginning to end.

The characteristics of work important in affecting individual motivation and performance are: Skill variety

The extent to which a job demands different skills

what problem was reveled during the initial haw throne experiments

The problem with the initial experiments was that productivity of the experimental group compared to other workers doing the same job went up regardless of whether the lighting was bright or dim.

why did the experimenters believe the hawthorns experiments were a failure after the second series of experiments

The second series of experiments added a number of other environmental factors to the experiment, such as temperature and humidity. Productivity went up with each experiment. No matter what the experimenters did, productivity went up thus proving the initial ideas were invalid.

according to herzberg what do workers want from the job

Workers like to feel that they contribute. They want to earn recognition and feel their jobs are important. They want responsibility and want recognition for that responsibility by having a chance for growth and advancement. They also want their jobs to be interesting

theory z views the organizations as

a family that fosters cooperation and organizational values

Before exerting maximum effort employees will ask:

a. Can I accomplish the task? b. If I do accomplish it, what's my reward? c. Is the reward worth the effort?

Millennials tend to share the following characteristics:

a. impatient b. skeptical c. blunt and expressive d. image driven e. inexperienced f. adaptable g. tech savvy h. able to grasp new concepts i. practiced at multi-tasking j. efficient k. tolerant

The elements of Type J management include:

a. life-time employment b. consensual decision making c. collective responsibility d. slow evaluation and promotion e. implied control mechanisms f. nonspecialized career paths g. holistic concern for employees

Theory Z blends the characteristics of Type J and Type A. This approach involves

a. long-term employment b. collective decision-making c. individual responsibility for the outcome of decisions d. slow evaluation and promotion e. moderately specialized career paths f. implicit, informal control, with explicit formalized control f. holistic concern for the employee, including the family

what did taylor believe were the ways to improve productivity

a. scientifically study the most efficient way to do things b. determine the one best way c. teach people those methods

what did herzbergs reaserach find were the most important factors that motivate workers

a. sense of achievement b. earned recognition c. interest in the work d. opportunity for growth e. opportunity for advancement f. importance of responsibility g. peer and group relationships h. pay i. supervisor's fairness j. company policies and rules k. status l. job security m. supervisor's friendliness n. working conditions

The American management approach, or Type A involves:

a. short term employment b. individual decision making c. individual responsibility d. rapid evaluation and promotion e. explicit control mechanisms f. specialized career paths g. segmented concern for employees

In order to motivate workers managers will need to give them:

a. the right tools b. the right information c. the right amount of cooperation

For empowerment to be a motivator, management should:

a.Find out what problems people think are in the organization. b.Let them design the solutions c. Get out of the way and let them put the solutions into action

The assumptions of a Theory Y manager are:

a.The average person likes work, and feels it is as natural as play or rest. b.The average person naturally works toward goals to which they are committed. c.How committed a person is to goals depends on the rewards for achieving them. d.Under certain conditions, the average person accepts and seeks responsibility. e.People are capable of creativity, cleverness, and imagination. f.The average person's intellectual potential is only partially used in industry. g. People are motivated by a variety of rewards, unique to each worker.

Coaching means

acting as a resource - teaching guiding, and recommending- but not participating actively or doing the task.

generation y also known

as millennials or echo boomers

Remove barriers to open communication such.

as separate facilities for management

the way managers go about motivating people at work depends greatly on their

attitudes toward workers

Maslow's Hierarchy of needs Physiological

basic survival needs, such as the need for food, water and shelter

managers must communicate as clearly as possible

both the results they expect and the outcomes that will occur

druckers system of goal setting and implementation includes a cycle of

discussion, review, and evaluation of objective among top and middle level managers supervisors and employees

In countries such as the United States, lower level needs

do not dominate, and workers seek to satisfy higher level needs such as social, esteem and self actualization.