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26 Cards in this Set
- Front
- Back
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Scientific Management
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Fredrick Taylor- theory assumes workers motivated by rewards.
-use scientific methods to analyze/+ productivity -divide jobs into elementary components -piece rate incentive syst |
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Human relations approach
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mgmt phis emphasizing impt of soc'l factors on job perf, sat and motivation
-Hawthorne Western Electric plant. |
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Hawthorne effect
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+ in perf resulting fr + attention
-Prod + when special attention & treatment given to empe's |
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Theory Z
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Combo of best attributes of American and Japan mgmt syst.
-consensual decison making -ind responsibility -longterm emplpoyment & moderately specialized career path |
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Leader styles
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OLDER THEORIES
autocratic (make lone decisions) demoncratic (involve subs in decisions) laissez-faire (allow subs to make decs) -prod + w/ auto when work is routine -workers prefer demoncratic (social and responsible) NEW THEORIES person vs task-oriented styles |
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Theory X vs Theory Y
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contrasting theories of mgmt beh'r and beliefs.
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Theory X vs Theory Y
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McGregor
contrasting theories of mgmt beh's & beliefs X= mg assume empe are lazy, external incentives, controlled Y= mgr's assume empe are capable, self-motivated and autonomy in proper sits. |
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Personality traits
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conclusion no single trait or set of traits to make a good/bad leader
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Fieldler's contingency theory
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leadership theory
Low LPC (- description of least preferred coworker) is effective in sis w/ hi/lo leader influence. High LPC (+ description of least preferred coworker) is mst effective in sits w/ moderate level of leader influence. |
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Path-goal theory
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House
subordinates sat/motivation increase when they percieve leader is helping them achieve their goals -instrumental leader = guidelines, clear rules -supportive leader = supporting relats w/ subs -participative leader = subs including in decisions -achievenment-oriented leader = challenging goals & encourage higher perf level. |
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situational leadership
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Hersey & Blanchard
leadership model bestleadership style depends on the job maturity of workers. |
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transformational vs transactional leadership
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contrasting leader styles
transformational = facilitate org change transactional = maintain status quo |
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Vroom, Yettson normative model
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5 styles
Al= (autocratic) not consult subs All= (autocratic) obtain info fr subs, decide on own CL = (consultative) discuss w/ ea sub, decide on own CLL (cons) discuss as grp, decide on own. Gll(group decision) discuss & decide as grp |
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quality circles (QC)
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Japan
small work grps meet regularly discuss how work improve. -tempoary postive results on performance/job attitudes |
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process consultation
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model of org'al consultation focus on id'g/improving maladaptive interactional processes occuring btwn emps
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individual decision-making model
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2 models
rational-economic model- decision makers consider all alternative solutions and pick optimal one. administrative model - limited resources, consider alternatives until meet acceptable one and select. |
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gender and leadership style
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reseach m/f not differ style
f more likely to use participatory decision making |
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comparable worth
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people shld receive comparable pay for comparable work
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changing work force
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- 1.3 people will be minority
- fewer young people enter - f majority entering - f w/ child under age 1 fastest growing segment - changes in composition will lead to changes in work-related values - greater proportion of middle age |
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centralized/decentralized communication networks
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centralizes- all com passes thru one person. more efficient w/ simple tasks
decent- free flowing comm. best for complex tasks and cooperation is necessary, + worker sat |
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Maslow's need hierarchy
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5 basic hierarchical needs
1- physio 2- safety 3-social 4- esteem 5- self-actualization |
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Herzbergs 2factor theory
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theory of motivation/sat
dissatisfaction factors when inadequate (hygeine) differ fr factors that cause sat when present (motivator factors) |
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job enrichment
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method of redesigning a job by providing workers w/ ++ resp & autonomuy
based on Herzberg's 2 factor theory |
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expectancy theory
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theory of motivation focusing on people's beliefs that their effort will lead to performance (expectancy)
performance will result in a specific outcome (instrumentality) & that the outcome is desirable (postive valence). |
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job satisfaction
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postive but low correlation w/ performance
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organizational commitment
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extent to which an empe ids w/ the org & is willing to help it succeed
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