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BGT summery notes > chapter 11 - Summary** > Flashcards

chapter 11 - Summary** Flashcards

1
Q

Who is Fredrick Taylor

A

He is a human efficiency engineer
– one of the first people to study amamanmemt
–> the farther of sincific mananagemnt

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2
Q

What did Frederick Taylor do

A

—> conducted time-motion studies to learn the most efficient way of doing a job and then trained workers in those procedures

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3
Q

Frederick Taylors theory of scientific management

A
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4
Q

What was the greatest impact on motivation?

A

Hawthrone studies in 1920 and late 1930s & their scientific management

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5
Q

what did Elton Mayo find during the Hawthrone studies?

A

Found that…
human factors, such as feelings of involvement and participation led yo greater productivity gains then physical changes in the work place

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6
Q

what did Abraham Maslow studied & find

A

Studied basic human motivation
– found that motivation was based on needs
– he said that a person with an unfiled need would be motivated to satisfy it and that a satisfied need no longer served motivation

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7
Q

What levels of need did Maslow identify (Maslow’s highacry of needs)

A

(top)
5. self-actualization
- the desire to become the most one can be
4. esteem
- respect, status, strength freedom
3. love and belonging
- friendship, intimacy, family, connection
2. safety needs
- personal security, employment, resources, health, property
1. Physical needs
- air, water, shelter, sleep, clothing, reproduction
(bottom)

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8
Q

how can managers use Maslow’s theory?

A

Can recognize what unmet needs a person has and design work so that it satisfies these needs

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9
Q

What is the difference between Fredericks Herzberg’s motivators and hygiene factors?

A

Herzberg’s found that while some factors motivate workers (motivators)
others can cause job dissatisfaction if missing but are not motivators if present
ex. hygiene or maintenance factors

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10
Q

What are the factors called motivators

A
  • the work itself
  • achievement
  • recognition
  • responsibly
    -growth
    -advancement
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11
Q

What are hygiene (maintenance) factors?

A
  • company policies
  • supervision
  • working conditions
  • interpersonal relations
  • salary
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12
Q

What theory did Douglas McGregor create about managers’ opposite attitudes toward employees?

A
  1. Theory X
  2. Theory Y
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13
Q

What is Theory X?

A

theory X assumes

–> The average person dislikes work and will avoid it if possible
–> Therefore, people must be forced, controlled and threatened with punishment to accomplish organizational goals

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14
Q

What is theory Y?

A

Theory y assumes

–> people like working and will accept responsibility for achieving goals if rewarded for doing so

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15
Q

What are more modern motivational theories

A
  • goal-setting theory
  • expectancy theory
  • reinforcement theory
  • equity theory
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16
Q

What is goal-setting theory?
(MBO)

A
  • based on the notion that setting ambitions but attainable goals will lead to high motivation and performance
    – this is if goals are accepted, accompanied by feedback, and facilities by organizational conditions
17
Q

What is Management by Objectives (MBO)?

A

a system of goal setting and implementations
–> includes a cycle of discussion, reviews and evaluation by objectives among top and middle-level managers, supervisors & employees

18
Q

who created the expectancy theory & what is it?

A

Victor Vroom

–> Employees expectations can affect an individual’s motivation
–> centers around 3 questions employers ask about their job (key elements)

19
Q

What are the key elements (questions) involved in expectancy theory?

A
  1. can I accomplish this task
  2. if I do accomplish it, what my reward
  3. is the reward worth the effort
20
Q

What are the variables of the reinforcement theory (P & N)

A

Positive Reinforcement:
–> rewards like praise, recognitions or pay raise
–> worker might strive to receive after performing well

Negative Reinforcement:
–> punishments such as reprimands, pay cuts, layoffs, firing
–> Workers might work to avoid these

21
Q

Equity Theory

A

Employees try to maintain equity between inputs and outputs compared to other employees in similar positions

22
Q

According to Equity Theory, what happens when employees perceive that their rewards are not equitable

A

perceive they are under-rewarded
–> reduce efforts
–> rationalize that it is not important

perceive they are over-rewarded
–> Increase efforts to justify their higher reward in future
–> Rationalize by thinking they are worth that much

23
Q

What does inequity lead to?

A
  • lower productivity
  • reduces quality
  • increase absenteeism
  • voluntary resignation
24
Q

What strategies can managers use to put motivational theories into action?

A
  1. job enrichment
  2. open communication
  3. job recognition
25
Q

What is job enrichment and name 2 forms?

A

making a job more interesting

  1. job enleargmanr
  2. job roation
26
Q

Job characteristics that influence motivation

A
  1. skill variety
  2. task identry
  3. task significance
  4. autonomy
  5. feedback
27
Q

How does open communication increase motivation

A
  • helps both managers and employees understand the objectives
  • helps both work together to achieve them
28
Q

What are job recognition techniques?

A
  • letting people know you appreciate their work
  • noticing positive actions out loud
  • paying for memberships
  • bestowing rewards
29
Q

Why can managers not use one motivational formal for all employees

A

–> different generations
–> culture
–> working styles

30
Q

What is the difference between high-context and low-context cultures

A

high context
–> People build personal relationships
–> develop group trust
–> Before focusing on the task

Low context
–> View relationship building as a waste of time
–> think it diverts attention from the task

31
Q

Characteristics of Baby Boomer

A

–> tend to be willing to work long hours
–> build their careers
–> Expect subordinates to do so
–> bound by traditions

32
Q

Characteristics of Gen X

A

–> Strive for a balanced life
–> likely to focus on results rather than how many hours the team works
–> Better at working in teams and providing frequent feedback
–> not bound to traditions
–> willing to try new approaches to solving problems

33
Q

Characteristics of Millennials

A

–> adaptable
–> tech-savvy
–> able to grasp new concepts
–> Practised multi-tasking
–> efficient
–> tolerant
–> Place high value on their work-life balance
–> Expect employees to adapt to them
–> likely to rank fun and stimulation in their top 5 job requirements

34
Q

what employers need to do to hire or engage with Gen Z

A

–> Incentives for loyalty, training & development over money
–> provide mentoriing
–> feedback
–> meaningful projections

BGT summery notes (14 decks)

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