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26 Cards in this Set

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Scientific Management
Fredrick Taylor- theory assumes workers motivated by rewards.
-use scientific methods to analyze/+ productivity
-divide jobs into elementary components
-piece rate incentive syst
Human relations approach
mgmt phis emphasizing impt of soc'l factors on job perf, sat and motivation
-Hawthorne Western Electric plant.
Hawthorne effect
+ in perf resulting fr + attention
-Prod + when special attention & treatment given to empe's
Theory Z
Combo of best attributes of American and Japan mgmt syst.
-consensual decison making
-ind responsibility
-longterm emplpoyment & moderately specialized career path
Leader styles
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
Theory X vs Theory Y
contrasting theories of mgmt beh'r and beliefs.
Theory X vs Theory Y
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.
Personality traits
conclusion no single trait or set of traits to make a good/bad leader
Fieldler's contingency theory
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.
Path-goal theory
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.
situational leadership
Hersey & Blanchard
leadership model
bestleadership style depends on the job maturity of workers.
transformational vs transactional leadership
contrasting leader styles
transformational = facilitate org change
transactional = maintain status quo
Vroom, Yettson normative model
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
quality circles (QC)
Japan
small work grps meet regularly discuss how work improve.
-tempoary postive results on performance/job attitudes
process consultation
model of org'al consultation focus on id'g/improving maladaptive interactional processes occuring btwn emps
individual decision-making model
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.
gender and leadership style
reseach m/f not differ style
f more likely to use participatory decision making
comparable worth
people shld receive comparable pay for comparable work
changing work force
- 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
centralized/decentralized communication networks
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
Maslow's need hierarchy
5 basic hierarchical needs
1- physio
2- safety
3-social
4- esteem
5- self-actualization
Herzbergs 2factor theory
theory of motivation/sat
dissatisfaction factors when inadequate (hygeine) differ fr factors that cause sat when present (motivator factors)
job enrichment
method of redesigning a job by providing workers w/ ++ resp & autonomuy
based on Herzberg's 2 factor theory
expectancy theory
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).
job satisfaction
postive but low correlation w/ performance
organizational commitment
extent to which an empe ids w/ the org & is willing to help it succeed