Intro To Business - Chapter 10

Front 1

Intrinsic Reward

Back 1

The personal satisfaction you feel when you perform well and complete goals.

Front 2

Extrinsic Reward

Back 2

Something given to you by someone else as recognition for good work; extrinsic rewards include pay increases, praise, and promotions.

Front 3

Scientific Management

Back 3

Studying workers to find the most efficient ways of doing things and then teaching people those techniques.

Front 4

Time-Notion Studies

Back 4

Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

Front 5

Principle of Motion Economy

Back 5

Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.

Front 6

Hawthorn Effect

Back 6

The tendency for people to behave differently when they know they are being studied.

Front 7

Maslow's Hierarchy of Needs

Back 7

Theory of motivation based on unmet human needs from basic physiological needs to safety, social and esteem needs to self-actualization needs. In prioritized order: Physiological Needs, Safety Needs, Social Needs, Esteem Needs, Self-Actualization.

Front 8

Motivators

Back 8

In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction.

Front 9

Hygiene Factors

Back 9

In Herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Front 10

Theory X

Back 10

Assumptions of Theory ? Management
1. The average person dislikes work and will avoid it if possible
2. Workers need to be forced, controlled, directed, or threatened with
punishment to be motivated to put forth the effort to achieve the
organization’s goals
3. The average worker prefers to be directed, wishes to avoid responsibility, has
relatively little ambition, and wants security
4. Primary motivators are fear and punishment

Front 11

Theory Y

Back 11

Assumptions of Theory ? Management
1. Most people like work
2. Most people naturally work toward goals to which they are committed
3. The depth of a person’s commitment to goals depends on the perceived
rewards for achieving them
4. Under certain conditions, most people not only accept but seek responsibility
5. People are capable of using a high degree of imagination, creativity, and
cleverness to solve problems
6. In industry, the average person’s intellectual potential is only partially
realized
7. People are motivated by a variety of rewards; each worker is stimulated by a
reward unique to that worker

Front 12

Theory Z

Back 12

A combination of Theory A (American Style of Management) and Theory J (Japanese Style of Management).

Theory Z involves:
1. Long-term employment
2. Collective decision making
3. Individual responsibility for the outcome of decisions
4. Slow evaluating and promotion
5. Moderately specialized career path
6. Holistic concern for employees

Front 13

Goal Setting Theory

Back 13

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.

Front 14

Management by Objectives (MBO)

Back 14

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.

Front 15

Expectancy Theory

Back 15

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome.

Front 16

Reinforcement Theory

Back 16

Theory that positive and negative reinforcers motivate a person to behave in certain ways.

Front 17

Equity Theory

Back 17

The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions.

Front 18

Job Enrichment

Back 18

A motivational strategy that emphasizes motivating the worker through the job itself.

Front 19

Job Enlargement

Back 19

A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment.

Front 20

Job Rotation

Back 20

A job enrichment strategy that involves moving employees from one job to another.