Chapter's 11-14 Lecture Notes

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Published on 6 Oct 2011
School
University of Winnipeg
Department
BUSINESS AND ADMINISTRATION
Course
BUS-1202
Professor
In-Class Notes Ch.11-14:
Thursday January 08,2009:
Chapter 11:
What is Motivation?:
incentive, direction, reasoning behind action, involvement, compensation, job security,
promotions, recognition
What Motivate Employees?:
The key to leadership success is; Motivating others to do their best.
Losing an employee is costly
Motivating the right people to join and remain in the company is a major function of
management
Intrinsic reward; personal satisfaction of a job well done.
Extrinsic; outside recognition of a job well done.
Frederick Taylor:
Increase productivity by studying the most efficient ways of doing things and then teaching
workers these methods. i.e. Scientific management.
Three elements of his approach were: time, methods, and rules of work.
Time-motion studies break down the tasks needed to do a job and measure the time needed to
do each task.
Hawthorne Effect Elton Mayo:
The Hawthorne studies' results encouraged researchers to study human motivation and the
managerial styles that lead to more productivity.
The Hawthorne Effect refers to the tendency for people to behave differently when they know
they're being studied.
Mayo hypothesized that human or psychological factors caused the productivity increases in the
Hawthorne experiments:
-The workers in the test room thought of themselves as a social group.
-The workers were involved in the planning of the experiments
-The workers enjoyed the special atmosphere and additional pay for the increased productivity
Maslow's Hierarchy of Needs pyramid in power point and textbook
Hierarchy of Needs- Maslow:
Physiological: Basic survival needs including the need to drink, eat, and be sheltered from heat
and cold.
Safety: The need to feel secure at work and at home.
Social: The need to feel loved, accepted, and part of the group.
Esteem: The need for recognition and acknowledgement from others, as well as self-respect
and a sense of status.
Self-Actualization: The need to develop to your fullest potential.
Herzberg's Motivating Factors:
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Work itself
Achievement
Recognition
Responsibility
Growth and advancement
Motivation Factors:
status, praise, recognition
Hygiene Factors:
job security, environment, job satisfaction
Job Enrichment:
Skill variety
Task Identity
Task significance
Autonomy
Feedback
Job enlargement
Job rotation
McGregor's Theory X and Y:
Theory X-
Dislike work
Avoid responsibility
Little ambition
Forced/ controlled/ directed
Threatened
Motivated by fear and money
Examples: Construction workers(not motivated), prison guard, McDonald's manager(places
with high employee turnover)
Theory Y-
Like work
Naturally works toward goals
Seeks responsibility
Imaginative, creative, clever
Motivated by empowerment
Tuesday January 13,2009:
Ouchi's Theory Z:
Long term employment
Collective decision making
Individual responsibility
Slow evaluation and promotion
Implicit informal control with explicit formalized control
Moderately specialized career paths
Holistic concern for employees and their families
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Employee-Oriented Motivational Techniques:
Goal-setting theory
-MBO-Everyone gets together and writes individual goals
Expectancy theory
-Effort---->Performance--->Outcome – As effort goes up so does performance and Outcome,
vice versa if Effort goes down
Reinforcement theory
-Positive and Negative reinforcements
Equity theory
-Inputs vs. Outputs, perceptions
Building Teamwork:
Create an organizational culture that rewards listening
Train managers and supervisors to listen
Remove barriers to open communication
Actively undertake to facilitate communication
Thursday January 15 th
,2009:
Chapter 12:
Wasn't here just go on power point notes!
Tuesday, January 20 th
,2009:
Lab hours(3C12):
Wednesday: 9:00-11:00 a.m.
Thursday: 9:00-12:30 a.m.
Friday: 9:00-11:00 a.m.
Performance Appraisal: Six Steps:
1) Establish performance standards
2) Communicate standards
3) Evaluate performance
4) Discuss results
5) Take corrective action
6) Use results to make decisions
360 degree model: means you are evaluated by more than just the employer (customers,
suppliers, fellow employees). ---expensive and time consuming
Compensating Employees:
Pay equity
Pay systems
Compensating teams
Fringe benefits(involuntary benefits-CPP, Vacation pay, etc. And voluntary benefits-various
choices on medical care or dental care,etc.)
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Document Summary

Incentive, direction, reasoning behind action, involvement, compensation, job security, The key to leadership success is; motivating others to do their best. Motivating the right people to join and remain in the company is a major function of management. Intrinsic reward; personal satisfaction of a job well done. Extrinsic; outside recognition of a job well done. Increase productivity by studying the most efficient ways of doing things and then teaching workers these methods. i. e. scientific management. Three elements of his approach were: time, methods, and rules of work. Time-motion studies break down the tasks needed to do a job and measure the time needed to do each task. The hawthorne studies" results encouraged researchers to study human motivation and the managerial styles that lead to more productivity. The hawthorne effect refers to the tendency for people to behave differently when they know they"re being studied. Mayo hypothesized that human or psychological factors caused the productivity increases in the.