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ENGINEERING MANAGEMENT > CHAPTER7 > Flashcards

CHAPTER7 Flashcards

1
Q

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

A

Motivating

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2
Q

refers to the “process of activating behavior, sustaining it, and directing it toward a particular goal.

A

Motivation

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3
Q

the defininition of motivation is useful because it specifies three stages:

A
  1. Activating
  2. Sustaining
    3.Directing
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4
Q

There are certain factors influencing a persons desire to do his job well. They are the following:

A

1.Willingness to do a job.
2.Self-confidence in carrying out a task.
3.Needs satisfaction.

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5
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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6
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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6
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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7
Q

There are various theories of motivation, but only the four most influential ones will be discussed. They consist. of the following:

A
  1. Maslow’s needs hierarchy theory
  2. Herzberg’s two-factor theory
  3. Expectancy theory
  4. Goal setting theory
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8
Q

the five basic needs of human are _______, which means, one need will have to be satisfied first before the other need.

A

hierarchical

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8
Q

_________, a psychologist, theorized that human beings have five basic needs

A

Abraham Maslow

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9
Q

Abraham Maslow, a psychologist, theorized that human beings have five basic needs which are as follows:

A

physiological, security, social, esteem, and selfactualization.

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10
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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10
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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11
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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12
Q

he fifth and the topmost, level needs in the hierarchy are called __________ 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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12
Q

The fourth level of needs is called ________ and they refer to the need for a positive selfimage and self-respect and the need to be respected
others.

A

Esteem Needs.

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13
Q

SOCIAL NEEDS consist of

A

Friendship, belonging, love

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13
Q

process of motivation

A

NEEDS plus MOTIVATION leads to ACTION OR GOAL-DIRECTED BEHAVIOR whixh results to NEED SATISFACTION

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14
Q

PHYSIOLOGICAL NEEDS consist of

A

Food, water, sleep, sex, body elimination

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14
Q

SECURITY NEEDS consist of

A

Freedom from harm, financial security

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14
Q

ESTEEM NEEDS consist of

A

Status, respect, prestige

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14
Q

SELF-ACTUALIZATION NEEDS consist of

A

Self-fulfillment

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14
Q

erzberg identified two classes of factors associated with employee _______ and _______.

A

satisfaction and dissatisfaction.

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14
Q

The two-factor theory is one developed by ________

A

Frederick Herzberg

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15
Q

Even if Maslow’s theory has been largely . questioned, one basic premise cannot be discarded:

A

: a fulfilled need no longer motivates an individual.

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15
Q

indicating that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not. self-motivated.”

A

two-factor theory

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15
Q

Herzberg found out that satisfied employees
mentioned the following factors (called __________) responsible for job satisfaction:

A

satisfiers or motivation factors

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15
Q

Herzberg found out that satisfied employees
mentioned the following factors (called satisfiers or motivation factors) responsible for job satisfaction:

A

achievement,
recognition,
work itself,
responsibility,
advancement, and
growth.

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15
Q

Dissatisfied employees mentioned
the following factors (called dissatisfiers or hygiene factors) as responsible for job dissatisfaction:

A

company policy
administration,
supervision,
relationship with supervisor,
work conditions,
salary,
relationship with peers,
personal life,
relationship with subordinates,
status,
security.

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15
Q

Dissatisfied employees mentioned
the following factors (called _______________) as responsible for job dissatisfaction:

A

dissatisfiers or hygiene factors

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16
Q

If Herzberg’s theory will be considered by the engijoer manager in motivating employees, he must do something to ________ and _________.

A

eliminate the dissatisfiers amd install satisfiers

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16
Q

even if the dissatisfiers are eliminated (at point zero), the employee is still __________.

A

not motivated to work hard

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17
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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18
Q

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

A

Valence

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18
Q

The theory poses the idea that motivation is determined by expectancies and valences.” An expectancy is a belief about the likelihood or probability that a particular behavioral act

A

Expectancy theory

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19
Q

Expectancy theory is based on the following assumptions:

A
  1. A combination of forces within the individual and in the environment determines behavior.
  2. People make decisions about their own behavior and that of organizations.
  3. People have different types of needs, goals, and desires.
  4. People make choices among alternative behaviors based on the extent to which they think a certain behavior will lead to a desired outcome.
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20
Q

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

A

Goal Setting Theory

21
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
21
Q

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

A

Goal Content.

22
Q

When goals are challenging, _________________. The sales quotas imposed by companies individual members of their sales force indicate reliance of these companies to the use of challenging goals.

A

higher performance may be expected

23
Q

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

A

attainable if they are to be set

24
Q

Goals must be stated in __________ when- ever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

A

quantitative terms

24
Q

There must be a ________ set for goals to he accomplished.

A

time-limit

25
Q

The more relevant the goals are to the _________, the more support it can generate from various levels of employment in the organization.

A

company’s mission

26
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.

27
Q

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
_________.

A

goal is attained

28
Q

goals influence behavior in terms of direction, effort, persistence, and planning. When an individual is provided with direction, performance is facilitated.

A

Work Behavior,

29
Q

Once goals are set, the first important input to
planning is _______.

A

already in place

30
Q

Feedback provide the individuals with a way of knowing how far they have gone in achieving objectives.

A

Feedback Aspects.

31
Q

_________ also facilitate the introduction of corrective measures whenever they are found to be necessary.

A

Feedback

32
Q

A person will be highly motivated to perform if he is assigned a job he likes. The first requisite, however, is to design jobs that will meet the requirements of the organization and the persons who will occupy them.

A

Motivation Through Job Design

33
Q

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

A

job design

33
Q

Individual or groups of individuals may be motivated (o perform through the use of various techniques. These techniques may be classified as follows:

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

in motivating through the use of job design, two approaches may be used:

A

fitting people to jobs or fitting jobs to people.

35
Q

routine and repetitive tasks
make workers suffer from chronic dissatisfaction.

A

Fitting People to Jobs.

36
Q

fitting People to Jobs. Routine and repetitive tasks make workers suffer from chronic dissatisfaction. To avoid this, the following remedies may be adapted:

A
  1. Realistic job previews
  2. Job rotation
  3. Limited exposure
37
Q

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

A

Limited exposure

38
Q

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

A

job rotation

38
Q

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

A

Realistic job previews

39
Q

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

A

Fitting Jobs to People.

40
Q

Fitting Jobs to People. Instead of changing the person, management may consider changing the job. This may be achieved with the use of the following:

A
  1. Job enlargement
  2. Job enrichment
40
Q

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

A

Job enlargement

40
Q

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

A

Job enrichment

41
Q

which refer to payoff grantedto the individual by another party.

A

Extrinsic

42
Q

consist of material and psychological benefits to employees for performing tasks in the work
place. Properly administered reward systems can improve job performance and satisfaction.

A

rewards

43
Q

Rewards may be classified into two categories:’

A

1.Extrinsic
2.Intrinsic rewards

44
Q

those which are internally experienced payoffs which are self-granted.

A

Intrinsic rewards

45
Q

examples of extrinsic rewards

A

money, employee benefits, promotions, recognition, status symbols, praise, etc.

45
Q

Extrinsic and intrinsic rewards coincide with needs spelled out at the _______ of the chapter.

A

beginning

46
Q

example of Intrinsic rewards

A

a sense of accomplishment, self esteem and self-actualization.

47
Q

Management of Extrinsic Rewards. To motivate job performance effectively, extrinsic rewards must be properly managed in line with the following:

A
  1. it must satisfy individual needs;
  2. the employees must believe effort will lead to
    reward;
  3. rewards must be equitable;
  4. rewards must be linked to performance.
47
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

The specific activities identified where employees
may participate are as follows:

A
  1. setting goals
  2. making decisions
  3. solving problems, and
    4 designing and implementing organizational
    changes.
48
Q

A method of direct employee participation is the _________ (QCC). The
objective of the QCC is to increase productivity and quality
of output.

A

Quality Control Circles.

49
Q

The more popular approaches to participation includes the following:

A
  1. quality control circles
  2. self-managed teams
50
Q

When workers have reached a
certain degree of discipline, they may be ripe for forming self-managed teams.

A

Self-managed Teams.

50
Q

onsists 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

The circle forwards its recommendations to management, which in turn, ______________________.

A

makes decisions on its adaption

50
Q

The circle includes

A

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

51
Q

Also known as ___________ or high performance teams, self-managed teams
“take on traditional managerial tasks as part of their normal work routine.

A

autonomous work
groups

52
Q

To succeed, an employee participation program will require the following:

A

1.a profit-sharing or gainsharing plan.
2. a long-term employment relationship with good job security.
3. a concerted effort to build and maintain group cohesiveness.
4. protection of the individual employee’s rights.

52
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

53
Q

other motivation techniques
whenever applicable. These refer to the following:

A
  1. flexible work schedules
  2. family support services
  3. sabbaticals:
54
Q

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

A

Flexible Work Schedules. flextime

55
Q

An alternative to this arrangement is the adaption ‘of the ____________ allowing the employee to choose a “day-off”.

A

forty-hour work in four days

56
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

__________ is one given to an employee after a certain number of years of service.

A

sabbatical leave

56
Q

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 ______________

A

motivation is improved.

58
Q

an innovation of a popular bank in _____ is the hiring of part-time tellers to work four hours a day from Monday to Friday.

A

Makati

ENGINEERING MANAGEMENT (4 decks)

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