III B Motivational theories, management approaches Flashcards
Maslow’s hierarchy of needs- basic needs***
1) PHYSIOLOGICAL (survival needs) - food, clothing, shelter, PAY, benefits, working conditions, SCHEDULE
2) SECURITY & SAFETY - insurance, retirement plans, JOB SECURITY
overview of Maslow***
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
Maslow’s hierarchy of needs- higher human needs***
1) SOCIAL (organized activities)
2) SELF-ESTEEM (job title, praise, rewards, promotions)
3) SELF-REALIZATION: ADVANCED TRAINING, JOB ENRICHMENT
Maslow’s hierarchy of needs- overall message?***
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)
what is self-realization?***
realizing potential growth using creative talents, job enrichment, advanced training
Maslow’s hierarchy of needs/basic needs are similar to what other theory?
Herzberg’s 2 factor theory: maintenance factors
overview of Herzberg***
1) maintenance factors (satisfiers, dissatisfiers) that can prevent motivation from occurring
2) motivators (i.e. job enrichment)
Herzberg’s two-factor theory: maintenance factors***
- if PRESENT and perceived as good: satisfiers
- if lacking or perceived as negative: dissatisfiers, interfere with work
Herzberg’s two-factor theory: do maintenance factors produce motivation?***
NO- but can prevent motivation from occuring
Herzberg’s two-factor theory: examples of maintenance factors***
fair wage, insurance, schedule…..
not yellow highlighted- retirement benefits, supervision, working conditions, interpersonal relationships on the job
Herzberg’s two-factor theory: motivators***
call forth energy and enthusiasm; JOB ENRICHMENT
Herzberg’s two-factor theory: examples of motivators
achievement, personal accomplishment, recognition, responsibility, participation in decision-making, opportunity for growth and advancement
overview of McClelland***
Power-affiliation theory: people have three needs- (1) achieve (2) power (3) affiliation
McClelland’s achievement theory: achievement
- desire to do something better or more efficiently
- sales and management positions
- task-oriented, self-managed
McClelland’s achievement theory: affiliation
desire to be liked by others
McClelland’s achievement theory: power
enjoy competition, seek confrontation
overview of MacGregor***
Theory X & Theory Y –> attitude of the manager toward employees as an impact on job performance
MacGregor: Theory X***
- people DISLIKE work, will AVOID it
- people to be controlled by PRESSURE
- NEGATIVE, AUTOCRATIC
MacGregor: Theory Y***
- work is natural
- workers should DIRECT OWN EFFORTS
- POSITIVE, PARTICIPATIVE
overview of Hawthorne/Mayo*****
SPECIAL ATTENTION improves behavior, PLACEBO EFFECT (Hawthorne…Mayo…placebo….special attention)
Hawthorne studies- what was the conclusion of these studies?
if you involve people in the process, they become more productive because of special attention
Hawthorne studies- placebo effect***
special attention improves behavior
Expectancy theory***
(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)
Path-Goal theory
(Evans, House) focuses on leader’s effect on employee’s motivation to perform (???????)
leadership styles in DECREASING order of control**
ACBPF (AngCom. BP fuel): autocratic (most control) –> consultative –> bureaucratic –> participative –> free reign (least control)
autocratic***
obedience, most control; used in a CRISIS (e.g. a fire)
consultative***
asks for INPUT, but makes final decision ALONE
bureaucratic
by the book, procedures to the letter
participative***
encourages WORKERS TO PARTICIPATE IN DECISION-MAKING; quality circles- small group of employees for problem-solving, “sharing power”
free-reign/laissez-faire
least control
leadership grid***
concern for people (employees) versus concern for production (see DIII p.7 for example photo)
country-club management***
employee-centered: more concern for people, less concern for production
team management**
HIGH concern for BOTH people and production; most desirable
impoverished management***
LOW concern for BOTH people and production
authority, obedience management***
focus on PRODUCTION, less concern for people- they are like machines
Likert believed that the most effective style of leadership is..?***
PARTICIPATIVE (employee-oriented, general supervision, full involvement of employees in setting goals making job-related decisions) (Likert….participative)
Peter Principle**
promoting someone to a LEVEL OF INCOMPETENCE- should NOT follow! (ex: diet aide promoted to a manager, but they don’t have the skills)
traditional or classical management approach- focus is on?***
TASKS, STRUCTURE, AUTHORITY; formal structure that management coordinates
traditional or classical management approach- scalar principle
authority and responsibility flow in a direct line vertically from the highest to lowest echelons
unity of command***
each person is accountable to only ONE supervisor
human relations (behavioral theory)***
workers exist in social groups; PARTICIPATION in DECISION-MAKING is essential, improves MORALE/PRODUCTIVITY
Theory Z (Ouchi)***
value of the company is the PEOPLE, CONSENSUS DECISION-MAKING= people who will be affected by the decision are involved in making it (participative)
2 parts of the systems approach theory*****
1) OPEN
2) CHANGES IN ONE PART AFFECT ANOTHER
what does an OPEN system mean? (systems approach)***
open = interacts with EXTERNAL forces (customers, suppliers, government agencies) that have an IMPACT on the organization
contingency or situational leadership- Fiedler
responds to the external environment; effective leadership methods in one situation may not work in another, must identify best method for the time/situation
contingency or situational leadership: most favorable situation?
task-oriented, well-liked leader, directing a well-defined job
scientific management- Taylor**
WORK-CENTERED @ fastest pace possible; focus on PHYSICAL aspects (**scientific….physical)
management by objectives MBO- Drucker***
DEMOCRATIC management, PARTICIPATIVE leadership; establish goals w/ employees (***MBO…democratic…participative)
what does transactional versus transformational leadership deal with?
how leaders and followers influence each other
transactional leader
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)
transformational leader
agent of change, inspires motivation; leaders and followers raise one another’s motivation and morality –> leads to low staff turnover, increased morale, team spirit
organizational change theory**
managers serve as CATALYSTS for CHANGE- PROACTIVE (define a vision for the change, hlp make the changes and change the status quo)
management function of controlling & evaluating
- measure performance against standard performance
- document process and outcome evaluations
steps of measuring present performance against standard performance aka EVALUATION**
1) establish qualitative and quantitative STANDARDS
2) measure performance
3) compare to standard
4) take corrective action
outcome-oriented evaluation
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
process-oriented evaluation
did the process produce desired results?
