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ENGINEERING MANAGEMENT > CHAPTER 7 - MOTIVATING > Flashcards

CHAPTER 7 - MOTIVATING Flashcards

1
Q

has always been a serious concern of the management of firms.

A

PRODUCTIVITY

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2
Q

happens because of harder, more efficient, and more intelligent work made by the employees

A

HIGHER PRODUCTIVITY

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3
Q

happens because of harder, more efficient, and more intelligent work made by the employees

A

HIGHER PRODUCTIVITY

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4
Q

refers to the act of “giving employees reasons or incentives… to work to achieve organizational objectives”

A

MOTIVATING

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5
Q

refers to the act of “giving employees reasons or incentives… to work to achieve organizational objectives,

A

MOTIVATING

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6
Q

refers to the “process of activating behavior, sustaining it, and direct- ing it toward a particular goal

A

MOTIVATION

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7
Q

People who like what they are doing are highly motivated to produce the expected output.

A

WILLINGNESS TO DO A JOB

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8
Q

When employees feel that they have the required skill and training to perform a task, the more motivated they become.

A

SELF-CONFIDENCE IN CARRYING OUT A TASK.

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9
Q

People will do their jobs well if they feel that by doing so, their needs will be satisfied.

A

NEEDS SATISFACTION

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10
Q

a psychologist, theorized that human beings have five basic needs which are as fol- lows: physiological, security, social, esteem, and self- actualization

A

ABRAHAM MASLOW

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11
Q

Those that are concerned with biological needs like food, drink, rest, and sex fall under the category of physiological needs. These needs take priority over other needs

A

PHYSIOLOGICAL NEEDS

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12
Q

After satisfying the physiological needs, people will seek to satisfy their safety needs. These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc.

A

SECURITY NEEDS

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13
Q

After satisfying his physiological and security needs, the employee will now strive to secure love, affection, and the need to be accepted by peers.

A

SOCIAL NEEDS

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14
Q

they refer to the need for a positive self- image and self-respect and the need to be respected by others.

A

ESTEEM NEEDS

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15
Q

The fifth and the topmost level needs in the hierarchy and involve realizing our full potential as human beings and becoming all that we are able to be

A

SELF-ACTUALIZATION NEEDS

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16
Q

developed by Frederick Herzberg indicating that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated

A

HERZBERG’S TWO-FACTOR THEORY

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17
Q

responsible for job satisfaction: achievement, recognition, work itself, responsibility, advancement, and growth.

A

SATISFIERS OR MOTIVATION FACTORS

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18
Q

responsible for job dissatisfaction: company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security

A

DISSATISFIERS OR HYGIENE FACTORS

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19
Q

is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen.

A

EXPECTANCY THEORY

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20
Q

theory that poses the idea that motivation is determined by expectancies and valences.

A

EXPECTANCY THEORY

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21
Q

is a belief about the likelihood or probability that a particular behavioral act (like attending training sessions) will lead to a particular outcome (like a promotion).

A

EXPECTANCY

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22
Q

is the value an individual places on the expected outcomes or rewards.

A

VALENCE

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23
Q

refers to the process of “improving performance with objectives, deadlines or quality standard.”

A

GOAL SETTING

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24
Q

The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:”

A
  1. goal content
  2. goal commitment
  3. work behavior
  4. feedback aspects
25
Q

To be sufficient in content, goals must be challenging, attainable, specific and measurable, time limited, and relevant.

A

GOAL CONTENT

26
Q

imposed by companies to
individual members of their sales force indicate reliance of these companies to the use of challenging goals.

A

SALES QUOTAS

27
Q

must be attainable if they are to be set. If they are not, then workers will only be discouraged to perform, if at all

A

GOALS

28
Q

must be stated in quantitative terms whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

A

GOALS

29
Q

When individuals or groups are committed to the goals they are supposed to achieve, there is a chance that they will be able to achieve them

A

GOAL COMMITMENT

30
Q

Goals influence behavior in terms of direction, effort, persistence, and planning. When an individual is provided with direction, performance is facilitated. In trying to attain goals that are already indicated, the individual is provided with a direction to exert more effort. The identification of goals provide a reason for an individual to persist in his efforts until the goal is attained.

A

WORK BEHAVIOR

31
Q

feedback provide the individuals with a way of knowing how far they have gone in achiev- ing objectives. Feedback also facilitate the introduction of corrective measures whenever they are found to be necessary.

A

FEEDBACK ASPECTS

32
Q

provide the individuals with a way of knowing how far they have gone in achiev- ing objectives. Also facilitate the introduction of corrective measures whenever they are found to be necessary.

A

FEEDBACK

33
Q

TECHNIQUES OF MOTIVATION

A
  1. motivation through job design
  2. motivation through rewards
  3. motivation through employee participation
  4. other motivation techniques for the diverse work force
34
Q

A person will be highly motivated to perform if he is assigned a job he likes it

A

MOTIVATION THROUGH JOB DESIGN

35
Q

may be defined as “specifying the tasks that constitute a job for an individual or a group.”

A

JOB DESIGN

36
Q

Routine and repetitive tasks make workers suffer from chronic dissatisfaction

A

FITTING PEOPLE TO JOBS

37
Q

where management provides honest explanations of what a job actually entails.

A

REALISTIC JOB PREVIEWS

38
Q

where people are moved periodically from one specialized job to another.

A

JOB ROTATION

39
Q

where a worker’s exposure to a highly fragmented and tedious job is limited.

A

LIMITED EXPOSURE

40
Q

Instead of changing the person, management may consider changing the job

A

FITTING JOBS TO PEOPLE

41
Q

where two or more specialized tasks in a work flow sequence are combined into a single job.

A

JOB ENLARGEMENT

42
Q

where efforts are made to make jobs more interesting, challenging, and rewarding.

A

JOB ENRICHMENT

43
Q

consist of material and psychological benefits to employees for performing tasks in the work- place.

A

REWARDS

44
Q

those which refer to payoffs granted to the individual by another party. Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc

A

EXTRINSIC

45
Q

those which are internally experienced payoffs which are self-granted. Examples are a sense of accomplishment, self- esteem and self-actualization.

A

INTRINSIC REWARDS

46
Q

When employees participate in deciding various aspects of their jobs, the personal involvoment, oftentimes, is carried up to the point where the task is completed.

A

Motivation Through Employee Participation

47
Q

A method of direct employee participation, the objective is to increase productivity and quality of output

A

Quality Control Circles.

48
Q

consists of “a group of three to ten employees, usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.

A

circle

49
Q

consists of “a group of three to ten employees, usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.

A

circle

50
Q

includes “a leader such as a foreman, but rely on democratic processes.”

A

CIRCLE

51
Q

When workers have reached a certain degree of discipline, they may be ripe for forming self-managed teams. Also known as autonomous work groups or high performance teams, self-managed teams “take on traditional managerial tasks as part of their normal work routine.”

A

Self-managed Teams

52
Q

work on their own, turning out a complete product or service and receiving minimal supervision from managers who act more as facilitators than supervisors.

A

SELF-MANAGED TEAMS

53
Q

The advent of theories on individual differences and the biological clock of human beings” put pressure on the engineer manager to adapt other motivation techniques whenever applicable

A

Other Motivation Techniques

54
Q

is an arrangement which allows employees to determine their own arrival and departure times within specified limits.

A

FLEXTIME

55
Q

Employees are oftentimes burdened by family obligations like caring for children. Progressive companies provide day care facilities for children of employees.

A

Family Support Services

56
Q

A sabbatical leave is one given to an employee after a certain number of years of service. The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreations, and travel.

A

SABBATICALS

57
Q

It is expected that when the employee returns for work, his _________ is improved.

A

MOTIVATION

58
Q

four theories of motivation that are crucial to management

A
  1. Maslow’s need hierarchy theory
  2. Herzberg’s two-factor theory
  3. Expectancy theory
  4. Goal setting theory
59
Q

four theories of motivation that are crucial to management

A
  1. Maslow’s need hierarchy theory
  2. Herzberg’s two-factor theory
  3. Expectancy theory
  4. Goal setting theory

ENGINEERING MANAGEMENT (2 decks)

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