Sean Lewis Chapter 10 Homework Intro to Business Chapter 10 Definitions: Intrinsic reward- The personal satisfaction you feel

when you perform well and complete goals. Extrinsic reward- Something given to you by someone else as recognition for good work; extrinsic rewards include pay increases, praise, and promotions. Scientific management- Studying workers to find the most efficient ways of doing things and then teaching people those techniques. Time motion studies- Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task. Principle of motion economy- Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions. Hawthorne effect- The tendency for people to behave differently when they know they are being studied. Maslow's hierarchy of needs- Theory of motivation based on unmet human needs fir basic psychological needs to safety, social, and esteem needs to self-actualization needs. Motivators- In Herzberg's theory of motivating factors, job factors, job factors that cause employees to be productive and that give them satisfaction. Hygiene factors- In Herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased. Goal setting theory- The idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions. Management by objactives (MBO)- A system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees. Expectancy theory- Victor Vroom's theory that the amount of effort employees exert on a specified task depends on their expectations of the outcome. Reinforcement theory- Theory that positive and negative reinforcers motivate a person to behave in a certain way. Equity theory- The idea that employees try to maintain equity between inputs and outputs compared to

others in similar positions. Job enrichment- A motivational strategy that emphasizes motivating the worker through the job itself. Job enlargement- A job enrichment strategy that involves combining a series of tasks into one challenge and interesting assignment. Job rotation- A job enrichment strategy that involves moving employees from one job to another. Chapter 10 Progress Assessments: What are the similarities and differences between Taylor's time motion studies and Mayo's Hawthorne studies? Taylors time-motion studies dealt with the time it took to perform a task. Taylor proceeded to invent a wide variety of sizes and shapes of shovels and, with a stopwatch in hand, measured the output over time in what became known as time-motion studies. Time-motion studies are studies of the tasks performed to complete a job and the time needed to do each task. Sure enough, an average person could shovel from 25 to 35 tons more per day using the most efficient and effective methods and tools. Taylors scientific management came to dominate the 1900s. With Hawthorne, it seemed people would perform differently when they know they are being studied. Both forms produced better productivity but in different ways. With Hawthornes study, people felt that they were in a social group and the atmosphere was informal and they could talk freely, and they interacted regularly with their supervisors and the experimenters. The workers were involved in the planning of the experiments. For example, they rejected one kind of pay schedule and recommended another, which was used and made them feel like their opinions were valued. How did Mayo's findings influence scientific management? Because of the findings of Mayo, researchers now use the term Hawthorne effect to refer to people's tendency to behave differently when they know they are being studied. These studies encouraged researchers ti study human motivation and the managerial styles that lead to higher productivity. Research emphasis shifted from Taylor's scientific management to Mayo's new human based management. It led to new assumptions about employees, such as pay is not the only motivating factor. New assumptions led to many theories about the human side of motivating. Draw a diagram of Maslow's hierarchy of needs. Label and describe the parts. Self actualization the top of the pyramid, and is the need to develop ones self to the fullest potential. Esteem needs, which is the next one down, is the need for recognition and acknowledgment from others, as well as self respect and a sense of status or importance. Social needs which are the need to feel loved accepted and part of the group. Next comes Safety needs come next and are the needs to feel secure at work and at home. The bottom part of the pyramid is Physiological needs, which contain the basic survival needs, such as shelter and the need for food and water. Explain the distinction between what Herzberg called motivators and hygiene factors. Motivators- In Herzberg's theory of motivating factors, job factors, job factors that cause employees to be

productive and that give them satisfaction. Hygiene factors- In Herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased. Briefly describe the managerial attitudes behind Theories X, Y and Z. Some of attitudes of Theory X management are: Employees dislike work and will try to avoid it if possible, employees must be controlled, forced, directed, or threatened with punishment to make them put forth the effort to achieve the organization's goals because of the dislike, and the average worker prefers to be directed, wishes to avoid responsibility and had relatively little ambition, and wants security. Some theories from theory Y are as follows: Employees like work, it is a natural like play or rest, most people naturally work towards goals to which they are , the depth of a person's commitment to goals depends on the perceived rewards for achieving them, under certain conditions most people not only accept but also seek responsibility, and people are capable of using relatively high degree of imagination, creativity, and cleverness to solve problems. Lastly, some theories from Theory Z are: Employees involvement is the key to increased productivity, employee control is implied and informal, employees prefer to share responsibility and decision making, employees perform better in environments that foster trust and cooperation and employees need guaranteed employment and will accept slow evaluations and promotions. Explain goal setting theory. Goal setting theory is the idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions. All organization members should have some basic agreement about both overall goals and specific objectives for each department and individual. Thus, there should be a system to engage everyone in the organization in goal setting and implementation. Evaluate expectancy theory. When could expectancy theory apply to your efforts and lack of effort? The expectancy theory is Victor Vroom's theory that the amount of effort employees exert on a specified task depends on their expectations of the outcome. He contends that employees ask three questions before committing their maximum effort: Can I accomplish the task? If I do accomplish it, what's my reward? Is the reward worth the effort? An example for me would be for completing my college degree. Can I accomplish this task? Yes, but it is a long road ahead. My reward would be I would have my degree, and I have more opportunities for jobs and better pay ahead. Then, my reward would definitely be worth it, because I can have a job that is a lot better than working at a factory the rest of my life. Explain the principles of equity theory. Equity theory is the idea that employees try to maintain equity between inputs and outputs compared to

others in similar positions. It assumes employees ask If I do a good job, will it be worth it? and What's fair? Employees try to maintain equity between what they put into a job and what they get out o it, comparing those inputs and outputs to those of others in similar positions. Workers find comparative information through personal relationships, professional organizations, and other sources. What are several steps a firm can take to increase internal communications and thus motivation? Create an organizational culture that rewards listening. Train supervisors and managers to listen. Use effective questioning techniques. Remove barriers to open communication. Avoid vague and ambiguous communication. Make it easier to communicate. Ask employees what is important to them. What problems may emerge when firms try to implement participative management? Some of the problems that may emerge when implementing participative management, is that different generations may not get along with older generations. This is because each have different viewpoints, and ways of communicating. Another reason is that different employees react differently to various ways of management, there is no way to satisfy everyone. Why is it important to adjust motivational styles to individual employees? Are there any general principles of motivation that today's managers should follow? Because managers cannot use one motivational formula for all employees. They have to get to know each worker personally first and tailor the motivational effort to the employee. This is further complicated by the increases in global business and the fact the managers work with employees with a variety of cultures. Management needs to communicate clearly with the staff in order to give purpose and direction. Managers must encourage innovation from employees, and ask employees what is important to them to keep morale high. They should also have ways to show employees that the job they do is important and appreciated by the company.