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Lecture 12

MGTA01- Dec 9 -Lecture 12.docx

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Management (MGT)
Chris Bovaird

Dec 9- Lecture 12- Motivating Employees Managers: get you to try hard and care Last week: Talked about mother-on a Sunday morning. Purpose of the organization was to get to his grandmother’s house on time, and make a good impression on her, and to let his grandmother know that she was loved, and that what his mother did in her capacity as a manager was she planed, organized, led and controlled his behavior so that he’d be happy to go along with her plan. Hawthorne Experiment: unintended or surprising consequence. The environment helps -> office is right temperature, put down carpet, put offices with breaks, nice views, etc. Theory X & Theory Y Douglas McGregor (1906 – 1964) Professor of Management MIT Sloan School Author: “The Human Side of Enterprise” th th Voted 4 most influential management text of the 20 century MCGregor didn’t necessarily say you should manage people this way or that way, he simply pointed out the cognitive dissonance about we set up rules and regulations that give people power and authority. And they get factious and bullied about it. Before you discipline somebody, stop, think about what it is you’re supposed to be doing to get people to try harder. Theory X: Work done best in controlled environments e.g.: “Scientific Management” Make lots of rules Assume people are lazy and dumb Managers can make 1 of 2 assumptions: Theory X Theory Y People: People: are lazy are energetic lack ambition are ambitious avoid responsibility seek responsibility are selfish are selfless not very bright are intelligent Theory X Most businesses (hierarchies and rules) set up to manage people as Theory X How loyal, committed, and motivated will that make most people feel? Theory Y Businesses hire people based on good credentials, impressive resumes, and positive references. In private life: people raise families, volunteer, coach, get further education They see themselves behaving as Theory Y manage them accordingly Maslow: Hierarchy of Needs Abraham Maslow 1908 - 1970 Psychologist Columbia University People have a variety of needs Some needs more basic than others Maslow: Hierarchy of Needs Everyone needs basic things to survive: food, shelter, clothing As income, education, health and well-being improve, we want to satisfy less basic needs Hierarchy of Needs Self- Actualisation Ability to grow; develop skills; Interesting job/challenging job (What did Michael Jordan do after retiring from basketball? He challenged himself into joining baseball. Because he though it might be fun. And he loved it. -> ex. of self actualization) Esteem Status, respect, honours Title (chief or captain, or high priest, employee of the month), big office, parking spot Social : Love, affection, Friendship, Friends at Work; belong to team Security : Physical and, emotional security Job security, pension, health insurance (once you get too old to work, society will take care of you) Physiological Food, shelter Salary or wage Criticism: It tends to be western-culture focused, and there are other cultures who value other things more highly.  also, it was structured that you have to go through one thing at a time.
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