TEST 1 CHAPTER 2 PART 4 Flashcards
Hunger, thirst, shelter, sex, and other bodily needs
Physiological Needs
Security and protection from physical and emotional harm
Safety Needs
Affection, belongingness, acceptance, and friendship
Social Needs
Consists of internal esteem (e.g. self-respect, autonomy, and achievement) and external esteem (e.g. status, recognition, and attention) factors
Esteem Needs
Drive to become what one is capable of becoming, including growth, achieving one’s potential, and self-fulfillment
Self-actualization Needs
Work is inherently distasteful to most people
Most people are not ambitious have little desire for responsibility, and prefer to be directed
Most people have little capacity for creativity in solving organizational problems
Motivation occurs only at the physiological and safety levels
Most people must be closely controlled and often coerced to achieve organizational objectives
Theory X
Work is as natural as play, if the conditions are favorable
Self-control is often indispensable in achieving organizational goals
The capacity for creativity in solving organizational problems is widely distributed in the population
Motivation occurs at the social, esteem, and self-actualization levels, as well as physiological and security levels
People can be self-directed and creative at work if properly managed
Theory Y
An approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees’ interpersonal relationships and other human aspects of the work.
Sociotechnical systems theory
An approach that emphasizes the application of quantitative analysis to
managerial decisions and problems.
Quantitative management
An approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.
Organizational behavior
A theory stating that an organization is a
managed system that changes inputs into
outputs
Systems theory
Proposes that the managerial strategies,
structures, and processes that result in high
performance depend on the characteristics, or important contingencies, or the situation in which they are applied
Contingency perspective
