III B Motivational theories, management approaches

Question 0

Maslow’s hierarchy of needs- basic needs***

Answer 0

1) PHYSIOLOGICAL (survival needs) - food, clothing, shelter, PAY, benefits, working conditions, SCHEDULE
2) SECURITY & SAFETY - insurance, retirement plans, JOB SECURITY

Question 1

overview of Maslow***

Answer 1

Maslow’s hierarchy of needs:

• basic needs: (1) physiological- pay, schedule (2) security and safety- job security
• higher human needs/motivators: social, self-esteem, self-realization (advanced training, job enrichment)

***when BASIC needs are met, the higher needs become motivators

Question 2

Maslow’s hierarchy of needs- higher human needs***

Answer 2

1) SOCIAL (organized activities)
2) SELF-ESTEEM (job title, praise, rewards, promotions)
3) SELF-REALIZATION: ADVANCED TRAINING, JOB ENRICHMENT

Question 3

Maslow’s hierarchy of needs- overall message?***

Answer 3

when the BASIC NEEDS are met (i.e. a good schedule, pay, job security), HIGHER NEEDS BECOME MOTIVATORS (i.e. job enrichment- sending a person to a workshop or a class)

Question 4

what is self-realization?***

Answer 4

realizing potential growth using creative talents, job enrichment, advanced training

Question 5

Maslow’s hierarchy of needs/basic needs are similar to what other theory?

Answer 5

Herzberg’s 2 factor theory: maintenance factors

Question 6

overview of Herzberg***

Answer 6

1) maintenance factors (satisfiers, dissatisfiers) that can prevent motivation from occurring
2) motivators (i.e. job enrichment)

Question 7

Herzberg’s two-factor theory: maintenance factors***

Answer 7

• if PRESENT and perceived as good: satisfiers

- if lacking or perceived as negative: dissatisfiers, interfere with work

Question 8

Herzberg’s two-factor theory: do maintenance factors produce motivation?***

Answer 8

NO- but can prevent motivation from occuring

Question 9

Herzberg’s two-factor theory: examples of maintenance factors***

Answer 9

fair wage, insurance, schedule…..

not yellow highlighted- retirement benefits, supervision, working conditions, interpersonal relationships on the job

Question 10

Herzberg’s two-factor theory: motivators***

Answer 10

call forth energy and enthusiasm; JOB ENRICHMENT

Question 11

Herzberg’s two-factor theory: examples of motivators

Answer 11

achievement, personal accomplishment, recognition, responsibility, participation in decision-making, opportunity for growth and advancement

Question 12

overview of McClelland***

Answer 12

Power-affiliation theory: people have three needs- (1) achieve (2) power (3) affiliation

Question 13

McClelland’s achievement theory: achievement

Answer 13

• desire to do something better or more efficiently
• sales and management positions
• task-oriented, self-managed

Question 14

McClelland’s achievement theory: affiliation

Answer 14

desire to be liked by others

Question 15

McClelland’s achievement theory: power

Answer 15

enjoy competition, seek confrontation

Question 16

overview of MacGregor***

Answer 16

Theory X & Theory Y –> attitude of the manager toward employees as an impact on job performance

Question 17

MacGregor: Theory X***

Answer 17

• people DISLIKE work, will AVOID it
• people to be controlled by PRESSURE
• NEGATIVE, AUTOCRATIC

Question 18

MacGregor: Theory Y***

Answer 18

• work is natural
• workers should DIRECT OWN EFFORTS
• POSITIVE, PARTICIPATIVE

Question 19

overview of Hawthorne/Mayo*****

Answer 19

SPECIAL ATTENTION improves behavior, PLACEBO EFFECT (Hawthorne…Mayo…placebo….special attention)

Question 20

Hawthorne studies- what was the conclusion of these studies?

Answer 20

if you involve people in the process, they become more productive because of special attention

Question 21

Hawthorne studies- placebo effect***

Answer 21

special attention improves behavior

Question 22

Expectancy theory***

Answer 22

(Beer/Vroom) “know a little bit about your team”; employees must believe that effective PERFORMANCE leads to certain REWARDS that are ATTRACTIVE (rewards are motivators only if they are attractive or desirable)

Question 23

Path-Goal theory

Answer 23

(Evans, House) focuses on leader’s effect on employee’s motivation to perform (???????)

Question 24

leadership styles in DECREASING order of control****

Answer 24

ACBPF (AngCom. BP fuel): autocratic (most control) --> consultative --> bureaucratic --> participative --> free reign (least control)

Question 25

autocratic***

Answer 25

obedience, most control; used in a CRISIS (e.g. a fire)

Question 26

consultative***

Answer 26

asks for INPUT, but makes final decision ALONE

Question 27

bureaucratic

Answer 27

by the book, procedures to the letter

Question 28

participative***

Answer 28

encourages WORKERS TO PARTICIPATE IN DECISION-MAKING; quality circles- small group of employees for problem-solving, "sharing power"

Question 29

free-reign/laissez-faire

Answer 29

least control

Question 30

leadership grid***

Answer 30

concern for people (employees) versus concern for production (see DIII p.7 for example photo)

Question 31

country-club management***

Answer 31

employee-centered: more concern for people, less concern for production

Question 32

team management****

Answer 32

HIGH concern for BOTH people and production; most desirable

Question 33

impoverished management***

Answer 33

LOW concern for BOTH people and production

Question 34

authority, obedience management***

Answer 34

focus on PRODUCTION, less concern for people- they are like machines

Question 35

Likert believed that the most effective style of leadership is..?***

Answer 35

PARTICIPATIVE (employee-oriented, general supervision, full involvement of employees in setting goals making job-related decisions) (Likert....participative)

Question 36

Peter Principle****

Answer 36

promoting someone to a LEVEL OF INCOMPETENCE- should NOT follow! (ex: diet aide promoted to a manager, but they don't have the skills)

Question 37

traditional or classical management approach- focus is on?***

Answer 37

TASKS, STRUCTURE, AUTHORITY; formal structure that management coordinates

Question 38

traditional or classical management approach- scalar principle

Answer 38

authority and responsibility flow in a direct line vertically from the highest to lowest echelons

Question 39

unity of command***

Answer 39

each person is accountable to only ONE supervisor

Question 40

human relations (behavioral theory)***

Answer 40

workers exist in social groups; PARTICIPATION in DECISION-MAKING is essential, improves MORALE/PRODUCTIVITY

Question 41

Theory Z (Ouchi)***

Answer 41

value of the company is the PEOPLE, CONSENSUS DECISION-MAKING= people who will be affected by the decision are involved in making it (participative)

Question 42

2 parts of the systems approach theory*****

Answer 42

1) OPEN | 2) CHANGES IN ONE PART AFFECT ANOTHER

Question 43

what does an OPEN system mean? (systems approach)***

Answer 43

open = interacts with EXTERNAL forces (customers, suppliers, government agencies) that have an IMPACT on the organization

Question 44

contingency or situational leadership- Fiedler

Answer 44

responds to the external environment; effective leadership methods in one situation may not work in another, must identify best method for the time/situation

Question 45

contingency or situational leadership: most favorable situation?

Answer 45

task-oriented, well-liked leader, directing a well-defined job

Question 46

scientific management- Taylor****

Answer 46

WORK-CENTERED @ fastest pace possible; focus on PHYSICAL aspects (**scientific....physical)

Question 47

management by objectives MBO- Drucker***

Answer 47

DEMOCRATIC management, PARTICIPATIVE leadership; establish goals w/ employees (***MBO...democratic...participative)

Question 48

what does transactional versus transformational leadership deal with?

Answer 48

how leaders and followers influence each other

Question 49

transactional leader

Answer 49

clarifies roles and responsibilities; uses rewards and punishments to achieve goals- tells employee what they need to do to get rewards (transACTional- leader ACTS/tells them what to do)

Question 50

transformational leader

Answer 50

agent of change, inspires motivation; leaders and followers raise one another's motivation and morality --> leads to low staff turnover, increased morale, team spirit

Question 51

organizational change theory****

Answer 51

managers serve as CATALYSTS for CHANGE- PROACTIVE (define a vision for the change, hlp make the changes and change the status quo)

Question 52

management function of controlling & evaluating

Answer 52

- measure performance against standard performance | - document process and outcome evaluations

Question 53

steps of measuring present performance against standard performance aka EVALUATION****

Answer 53

1) establish qualitative and quantitative STANDARDS 2) measure performance 3) compare to standard 4) take corrective action

Question 54

outcome-oriented evaluation

Answer 54

end result or consequence of program, change in attitude, knowledge, ****ultimate indicator of quality measuring the actual health status of the client or skills of an employee

Question 55

process-oriented evaluation

Answer 55

did the process produce desired results?